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| Criterion |  Knowledge Modeling Feynman Technique |  Operations Bottleneck Analysis |  Operations Getting Things Done |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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. | 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 | Low | Medium | Medium | Low |
Timedifferent | 20-60 min | 1-3 h | 1-2 h Setup, laufend | 30-90 min |
Participantsdifferent | 1 | 3-8 | 1 | 2-8 |
Formatdifferent | Async | Workshop + async | Async | Workshop + async |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Action Lists, Project List, Review Routine | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | LearningKnowledgeUnderstanding | FlowMeasurementConstraints | ProductivityPlanningTasksExecution | ConstraintsDecisionPlanningOptions |