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| Criterion |  Operations Bottleneck Analysis |  Decision Making Decision Tree |  Decision Making Trade-off Analysis |  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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | 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 | 45-120 min | 45-90 min |
Participantsdifferent | 3-8 | 1-6 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Decision Tree, Option Map, Assumption List | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | FlowMeasurementConstraints | DecisionTreeOptions | TradeoffsDecisionCriteriaOptions | FacilitationOptionsDecision |