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| Criterion |  Operations Bottleneck Analysis |  Facilitation Six Thinking Hats |  Product Strategy OKRs |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 45-90 min | 1-2 h Setup | 30-90 min |
Participantsdifferent | 3-8 | 4-12 | 2-20 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Perspective Notes, Decision Inputs, Action Items | OKR set, Measurement plan, Review cadence | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | FlowMeasurementConstraints | FacilitationOptionsDecision | GoalsAlignmentOutcomesMeasurement | ConstraintsDecisionPlanningOptions |