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| Criterion |  Operations Ivy Lee Method |  Operations Getting Things Done |  Operations Barrier Analysis |  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. | 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 risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | 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 | 1-2 h Setup, laufend | 2-4 h | 15-30 min |
Participantsdifferent | 1 | 1 | 2-6 | 2-6 |
Formatdifferent | Async | Async | Workshop + async | Workshop |
Outputdifferent | Daily Priority List, Completion Notes | Action Lists, Project List, Review Routine | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Root cause notes, Countermeasures |
Tagsno overlap | PrioritizationProductivityExecution | ProductivityPlanningTasksExecution | Root causeSafetyIncident | Root causeIncidentLeanProblem solving |