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| Criterion |  Operations Bottleneck Analysis |  Facilitation Six Thinking Hats |  Decision Making Pre-Mortem |  Facilitation Decision Jam |
|---|---|---|---|---|
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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 45-90 min | 20–45 min | 60-90 min |
Participantsdifferent | 3-8 | 4-12 | Small cross-functional group | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Perspective Notes, Decision Inputs, Action Items | Risk list, Mitigation plan, Assumption log | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | FlowMeasurementConstraints | FacilitationOptionsDecision | RiskDecisionFailurePlanning | FacilitationDecisionProblem solvingWorkshop |