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| Criterion |  Decision Making Decision Tree |  Decision Making Constraint Analysis |  Operations Weekly Review |  Operations Eat the Frog |
|---|---|---|---|---|
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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 30-90 min | 30-90 min | 30-60 min | 15-90 min daily |
Participantsdifferent | 1-6 | 2-8 | 1 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Async | Async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Updated Task System, Weekly Focus, Next Actions | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | DecisionTreeOptions | ConstraintsDecisionPlanningOptions | ProductivityExecutionPlanning | PrioritizationProductivityFocusExecution |