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| Criterion |  Operations Bottleneck Analysis |  Facilitation Six Thinking Hats |  Facilitation Power Interest Grid |  Product Strategy SMART Goals |
|---|---|---|---|---|
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 stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 45-90 min | 30-60 min | 15-30 min |
Participantsdifferent | 3-8 | 4-12 | 2-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Perspective Notes, Decision Inputs, Action Items | Power Interest Grid, Strategy per Stakeholder | SMART Goal, Measurement Note, Deadline |
Tagsno overlap | FlowMeasurementConstraints | FacilitationOptionsDecision | StakeholdersFacilitationAlignmentPlanning | GoalsPlanningMeasurementAlignment |