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| Criterion |  Decision Making Decision Tree |  Operations Theory of Constraints |  Operations ALPEN Method |  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 system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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 | High | Low | Medium |
Timedifferent | 30-90 min | 2-4 h Analyse, laufend | 10-20 min daily | 1-2 h Setup, laufend |
Participantsdifferent | 1-6 | 3-12 | 1 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Async | Async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Constraint Map, Improvement Plan, Flow Metrics | Daily Plan, Time Estimates, Review Notes | Action Lists, Project List, Review Routine |
Tagsno overlap | DecisionTreeOptions | OperationsConstraintsFlowImprovement | PlanningTime managementProductivityOperations | ProductivityPlanningTasksExecution |