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| Criterion |  Operations Bottleneck Analysis |  Innovation Design Thinking |  Facilitation Six Thinking Hats |  Decision Making Decision Tree |
|---|---|---|---|---|
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 complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-3 h | 1 Tag bis mehrere Wochen | 45-90 min | 30-90 min |
Participantsdifferent | 3-8 | 4-10 | 4-12 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Problem Statement, Prototype, Test Learnings | Perspective Notes, Decision Inputs, Action Items | Decision Tree, Option Map, Assumption List |
Tagsno overlap | FlowMeasurementConstraints | InnovationPrototypeResearch | FacilitationOptionsDecision | DecisionTreeOptions |