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| Criterion |  Operations Scatter Diagram |  Operations Eat the Frog |  Decision Making Pareto Analysis |  Decision Making Eisenhower Matrix |
|---|---|---|---|---|
Purposedifferent | When the question is whether two measures are related, the method makes patterns in the data picture visible. It separates felt correlations from relationships that actually show up in the data. | 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. | It separates true priorities from noise so it becomes clear what should be done now, scheduled, delegated, or dropped. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-90 min | 15-90 min daily | 30-60 min | 15-30 min |
Participantsdifferent | 1-4 | 1 | 1-6 | 1-6 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Priority Task, Completion Note, Daily Focus | Pareto Chart, Top Causes, Focus List | Eisenhower Matrix, Action List, Delegation Notes |
Tagsno overlap | Root causeQualityVisualization | PrioritizationProductivityFocusExecution | PrioritizationQualityFocusRoot cause | PrioritizationFocusTasks |