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| Criterion |  Operations Time Blocking |  Innovation Contradiction Analysis |  Operations Root Cause Analysis |  Decision Making Pareto Analysis |
|---|---|---|---|---|
Purposedifferent | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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 | Medium | Low |
Timedifferent | 15-30 min Planung, laufend | 60-120 min | 1-4 h | 30-60 min |
Participantsdifferent | 1 | 2-8 | 3-8 | 1-6 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Blocked Calendar, Capacity View, Focus Plan | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | PlanningTime managementFocus | ContradictionsInnovationProblem solving | Root causeProblem solvingQualityIncident | PrioritizationQualityFocusRoot cause |