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| Criterion |  Product Strategy Impact Mapping |  Operations Getting Things Done |  Operations After-Action Review |  Operations Eat the Frog |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 45-90 min | 1-2 h Setup, laufend | 20-45 min | 15-90 min daily |
Participantsdifferent | 3-8 | 1 | 3-12 | 1 |
Formatdifferent | Workshop | Async | Workshop + async | Async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Action Lists, Project List, Review Routine | Lessons learned, Action items, Event summary | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | ProductivityPlanningTasksExecution | LearningOperationsImprovement | PrioritizationProductivityFocusExecution |