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| Criterion |  Operations Bottleneck Analysis |  Decision Making Decision Tree |  Facilitation Consensus Workshop |  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. | 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 group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | 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 | 30-90 min | 1-3 h | 45-90 min |
Participantsdifferent | 3-8 | 1-6 | 5-30 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Decision Tree, Option Map, Assumption List | Consensus Clusters, Theme Titles, Priority Areas | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | FlowMeasurementConstraints | DecisionTreeOptions | FacilitationConsensusWorkshopAlignment | FacilitationOptionsDecision |