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| Criterion |  Decision Making Eisenhower Matrix |  Operations Scatter Diagram |  Decision Making Pareto Analysis |  Operations Fishbone Diagram |
|---|---|---|---|---|
Purposedifferent | It separates true priorities from noise so it becomes clear what should be done now, scheduled, delegated, or dropped. | When the question is whether two measures are related, the method makes patterns in the data picture visible. It separates felt correlations from relationships that actually show up in the data. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 15-30 min | 30-90 min | 30-60 min | 30-60 min |
Participantsdifferent | 1-6 | 1-4 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Eisenhower Matrix, Action List, Delegation Notes | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Pareto Chart, Top Causes, Focus List | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | PrioritizationFocusTasks | Root causeQualityVisualization | PrioritizationQualityFocusRoot cause | Root causeQualityOperations |