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| Criterion |  Operations Bottleneck Analysis |  Facilitation Six Thinking Hats |  Product Strategy OKRs |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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 strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 45-90 min | 1-2 h Setup | 1-2 h |
Participantsdifferent | 3-8 | 4-12 | 2-20 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Perspective Notes, Decision Inputs, Action Items | OKR set, Measurement plan, Review cadence | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | FlowMeasurementConstraints | FacilitationOptionsDecision | GoalsAlignmentOutcomesMeasurement | AlignmentStakeholdersStrategyFacilitation |