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| Criterion |  Innovation Design Thinking |  Operations Getting Things Done |  Operations Eat the Frog |  Operations Weekly Review |
|---|---|---|---|---|
Purposedifferent | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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. | 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. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 1 Tag bis mehrere Wochen | 1-2 h Setup, laufend | 15-90 min daily | 30-60 min |
Participantsdifferent | 4-10 | 1 | 1 | 1 |
Formatdifferent | Workshop | Async | Async | Async |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Action Lists, Project List, Review Routine | Priority Task, Completion Note, Daily Focus | Updated Task System, Weekly Focus, Next Actions |
Tagsno overlap | InnovationPrototypeResearch | ProductivityPlanningTasksExecution | PrioritizationProductivityFocusExecution | ProductivityExecutionPlanning |