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| Criterion |  Operations Bottleneck Analysis |  Facilitation Six Thinking Hats |  Facilitation Barcamp |  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. | 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. | When many people can contribute knowledge and the flow should stay open, Barcamp provides a framework for self-organized sessions. The format channels energy without defining the content too narrowly in advance. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 45-90 min | Halber Tag bis 2 Tage | 30-90 min |
Participantsdifferent | 3-8 | 4-12 | 15-200 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Perspective Notes, Decision Inputs, Action Items | Session Board, Session Notes, Community Learnings | Decision Tree, Option Map, Assumption List |
Tagsno overlap | FlowMeasurementConstraints | FacilitationOptionsDecision | FacilitationLarge groupLearning | DecisionTreeOptions |