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| Criterion |  Operations Scatter Diagram |  Operations Weekly Review |  Decision Making Pareto Analysis |  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. | 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. | 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 | 30-60 min | 1-2 h Setup, laufend |
Participantsdifferent | 1-4 | 1 | 1-6 | 1 |
Formatdifferent | Workshop + async | Async | Workshop + async | Async |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Updated Task System, Weekly Focus, Next Actions | Pareto Chart, Top Causes, Focus List | Action Lists, Project List, Review Routine |
Tagsno overlap | Root causeQualityVisualization | ProductivityExecutionPlanning | PrioritizationQualityFocusRoot cause | ProductivityPlanningTasksExecution |