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| Criterion |  Decision Making Radar |  Operations Eat the Frog |  Decision Making Pareto Analysis |  Operations Pomodoro Technique |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | For easily distracted solo work, the method sets clear time boundaries for concentrated work. It protects attention when large tasks would otherwise fall apart into small avoidance moves. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-2 h | 15-90 min daily | 30-60 min | 25 min Zyklen |
Participantsdifferent | 2-10 | 1 | 1-6 | 1 |
Formatdifferent | Workshop + async | Async | Workshop + async | Async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Priority Task, Completion Note, Daily Focus | Pareto Chart, Top Causes, Focus List | Focus Sessions, Task Progress, Interruption Notes |
Tagsno overlap | AssessmentPortfolioCapability | PrioritizationProductivityFocusExecution | PrioritizationQualityFocusRoot cause | FocusTime managementProductivityExecution |