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| Criterion |  Operations Scatter Diagram |  Decision Making Eisenhower Matrix |  Operations Eat the Frog |  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. | It separates true priorities from noise so it becomes clear what should be done now, scheduled, delegated, or dropped. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-90 min | 15-30 min | 15-90 min daily | 30-60 min |
Participantsdifferent | 1-4 | 1-6 | 1 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Eisenhower Matrix, Action List, Delegation Notes | Priority Task, Completion Note, Daily Focus | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | Root causeQualityVisualization | PrioritizationFocusTasks | PrioritizationProductivityFocusExecution | PrioritizationQualityFocusRoot cause |