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| Criterion |  Operations Root Cause Tree Analysis |  Operations Pomodoro Technique |  Operations Getting Things Done |  Decision Making Pareto Analysis |
|---|---|---|---|---|
Purposedifferent | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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. | 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 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 25 min Zyklen | 1-2 h Setup, laufend | 30-60 min |
Participantsdifferent | 2-8 | 1 | 1 | 1-6 |
Formatdifferent | Workshop | Async | Async | Workshop + async |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Focus Sessions, Task Progress, Interruption Notes | Action Lists, Project List, Review Routine | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | Root causeTreeIncidentQuality | FocusTime managementProductivityExecution | ProductivityPlanningTasksExecution | PrioritizationQualityFocusRoot cause |