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| Criterion |  Operations Bottleneck Analysis |  Decision Making Cynefin Workshop |  Decision Making Decision Tree |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 60-180 min | 30-90 min | 45-90 min |
Participantsdifferent | 3-8 | 4-20 | 1-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Decision Tree, Option Map, Assumption List | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | FlowMeasurementConstraints | ComplexitySensemakingDecision | DecisionTreeOptions | FacilitationOptionsDecision |