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| Criterion |  Decision Making Decision Tree |  Operations Getting Things Done |  Operations Eat the Frog |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | 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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 30-90 min | 1-2 h Setup, laufend | 15-90 min daily | 30-90 min |
Participantsdifferent | 1-6 | 1 | 1 | 2-8 |
Formatdifferent | Workshop + async | Async | Async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Action Lists, Project List, Review Routine | Priority Task, Completion Note, Daily Focus | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | DecisionTreeOptions | ProductivityPlanningTasksExecution | PrioritizationProductivityFocusExecution | ConstraintsDecisionPlanningOptions |