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| Criterion |  Operations Bottleneck Analysis |  Facilitation Six Thinking Hats |  Facilitation Decision Jam |  Facilitation Consensus Workshop |
|---|---|---|---|---|
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 a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 45-90 min | 60-90 min | 1-3 h |
Participantsdifferent | 3-8 | 4-12 | 4-10 | 5-30 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Perspective Notes, Decision Inputs, Action Items | Problem Cluster, Prioritized Challenge, Experiment | Consensus Clusters, Theme Titles, Priority Areas |
Tagsno overlap | FlowMeasurementConstraints | FacilitationOptionsDecision | FacilitationDecisionProblem solvingWorkshop | FacilitationConsensusWorkshopAlignment |