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| Criterion |  Decision Making Decision Tree |  Operations A3 Problem Solving |  Operations Weekly Review |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 30-90 min | 45-90 min | 30-60 min | 1-2 h Setup, laufend |
Participantsdifferent | 1-6 | 2-5 | 1 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Async | Async |
Outputdifferent | Decision Tree, Option Map, Assumption List | A3 Report, Action Plan, Root Cause Analysis | Updated Task System, Weekly Focus, Next Actions | Action Lists, Project List, Review Routine |
Tagsno overlap | DecisionTreeOptions | LeanProblem solvingCoachingOperations | ProductivityExecutionPlanning | ProductivityPlanningTasksExecution |