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| Criterion |  Operations Ivy Lee Method |  Operations A3 Problem Solving |  Operations Getting Things Done |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 5-10 min daily | 45-90 min | 1-2 h Setup, laufend | 15-30 min |
Participantsdifferent | 1 | 2-5 | 1 | 2-6 |
Formatdifferent | Async | Workshop + async | Async | Workshop |
Outputdifferent | Daily Priority List, Completion Notes | A3 Report, Action Plan, Root Cause Analysis | Action Lists, Project List, Review Routine | Root cause notes, Countermeasures |
Tagsno overlap | PrioritizationProductivityExecution | LeanProblem solvingCoachingOperations | ProductivityPlanningTasksExecution | Root causeIncidentLeanProblem solving |