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| Criterion |  Operations Getting Things Done |  Operations Bottleneck Analysis |  Decision Making Decision Tree |  Operations Eat the Frog |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 h Setup, laufend | 1-3 h | 30-90 min | 15-90 min daily |
Participantsdifferent | 1 | 3-8 | 1-6 | 1 |
Formatdifferent | Async | Workshop + async | Workshop + async | Async |
Outputdifferent | Action Lists, Project List, Review Routine | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Decision Tree, Option Map, Assumption List | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | ProductivityPlanningTasksExecution | FlowMeasurementConstraints | DecisionTreeOptions | PrioritizationProductivityFocusExecution |