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| Criterion |  Operations Visual Management |  Operations After-Action Review |  Operations Ivy Lee Method |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | 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 | Ongoing | 20-45 min | 5-10 min daily | 1-2 h Setup, laufend |
Participantsdifferent | 1-20 | 3-12 | 1 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Async | Async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Lessons learned, Action items, Event summary | Daily Priority List, Completion Notes | Action Lists, Project List, Review Routine |
Tagsno overlap | SignalsOperationsVisual management | LearningOperationsImprovement | PrioritizationProductivityExecution | ProductivityPlanningTasksExecution |