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| Criterion |  Operations Getting Things Done |  Operations Weekly Review |  Operations Change Analysis |  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. | 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-2 h Setup, laufend | 30-60 min | 45-120 min | 15-90 min daily |
Participantsdifferent | 1 | 1 | 2-6 | 1 |
Formatdifferent | Async | Async | Workshop + async | Async |
Outputdifferent | Action Lists, Project List, Review Routine | Updated Task System, Weekly Focus, Next Actions | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | ProductivityPlanningTasksExecution | ProductivityExecutionPlanning | ChangeRoot causeTroubleshootingComparison | PrioritizationProductivityFocusExecution |