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| Criterion |  Operations Scatter Diagram |  Operations Eat the Frog |  Operations Pomodoro Technique |  Decision Making Pareto Analysis |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-90 min | 15-90 min daily | 25 min Zyklen | 30-60 min |
Participantsdifferent | 1-4 | 1 | 1 | 1-6 |
Formatdifferent | Workshop + async | Async | Async | Workshop + async |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Priority Task, Completion Note, Daily Focus | Focus Sessions, Task Progress, Interruption Notes | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | Root causeQualityVisualization | PrioritizationProductivityFocusExecution | FocusTime managementProductivityExecution | PrioritizationQualityFocusRoot cause |