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| Criterion |  Operations Time Blocking |  Operations Root Cause Tree Analysis |  Operations Getting Things Done |  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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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. | 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 | 1-3 h | 1-2 h Setup, laufend | 30-60 min |
Participantsdifferent | 1 | 2-8 | 1 | 1-6 |
Formatdifferent | Async | Workshop | Async | Workshop + async |
Outputdifferent | Blocked Calendar, Capacity View, Focus Plan | Cause Tree, Evidence Notes, Countermeasures | Action Lists, Project List, Review Routine | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | PlanningTime managementFocus | Root causeTreeIncidentQuality | ProductivityPlanningTasksExecution | PrioritizationQualityFocusRoot cause |