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| Criterion |  Knowledge Modeling Feynman Technique |  Decision Making Constraint Analysis |  Operations Eat the Frog |  Operations Getting Things Done |
|---|---|---|---|---|
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. | 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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | 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 | Low | Low | Low | Medium |
Timedifferent | 20-60 min | 30-90 min | 15-90 min daily | 1-2 h Setup, laufend |
Participantsdifferent | 1 | 2-8 | 1 | 1 |
Formatdifferent | Async | Workshop + async | Async | Async |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Priority Task, Completion Note, Daily Focus | Action Lists, Project List, Review Routine |
Tagsno overlap | LearningKnowledgeUnderstanding | ConstraintsDecisionPlanningOptions | PrioritizationProductivityFocusExecution | ProductivityPlanningTasksExecution |