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| Criterion |  Operations Bottleneck Analysis |  Knowledge Modeling Feynman Technique |  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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 20-60 min | 30-90 min | 45-90 min |
Participantsdifferent | 3-8 | 1 | 1-6 | 4-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Plain-language Explanation, Knowledge Gaps, Study Notes | Decision Tree, Option Map, Assumption List | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | FlowMeasurementConstraints | LearningKnowledgeUnderstanding | DecisionTreeOptions | FacilitationOptionsDecision |