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| Criterion |  Operations Scatter Diagram |  Operations Getting Things Done |  Decision Making Eisenhower Matrix |  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. | 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. | It separates true priorities from noise so it becomes clear what should be done now, scheduled, delegated, or dropped. | 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 | Low | Medium | Low | Low |
Timedifferent | 30-90 min | 1-2 h Setup, laufend | 15-30 min | 30-60 min |
Participantsdifferent | 1-4 | 1 | 1-6 | 1-6 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Action Lists, Project List, Review Routine | Eisenhower Matrix, Action List, Delegation Notes | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | Root causeQualityVisualization | ProductivityPlanningTasksExecution | PrioritizationFocusTasks | PrioritizationQualityFocusRoot cause |