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| Criterion |  Operations Scatter Diagram |  Decision Making Eisenhower Matrix |  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. | It separates true priorities from noise so it becomes clear what should be done now, scheduled, delegated, or dropped. | 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 | 15-30 min | 25 min Zyklen | 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 | Focus Sessions, Task Progress, Interruption Notes | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | Root causeQualityVisualization | PrioritizationFocusTasks | FocusTime managementProductivityExecution | PrioritizationQualityFocusRoot cause |