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| Criterion |  Operations Scatter Diagram |  Operations Weekly Review |  Operations Eat the Frog |  Operations Getting Things Done |
|---|---|---|---|---|
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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | 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. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 30-90 min | 30-60 min | 15-90 min daily | 1-2 h Setup, laufend |
Participantsdifferent | 1-4 | 1 | 1 | 1 |
Formatdifferent | Workshop + async | Async | Async | Async |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Updated Task System, Weekly Focus, Next Actions | Priority Task, Completion Note, Daily Focus | Action Lists, Project List, Review Routine |
Tagsno overlap | Root causeQualityVisualization | ProductivityExecutionPlanning | PrioritizationProductivityFocusExecution | ProductivityPlanningTasksExecution |