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| Criterion |  Operations Bottleneck Analysis |  Facilitation Six Thinking Hats |  Product Strategy SMART Goals |  Product Strategy OKRs |
|---|---|---|---|---|
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 goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 45-90 min | 15-30 min | 1-2 h Setup |
Participantsdifferent | 3-8 | 4-12 | 1-8 | 2-20 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Perspective Notes, Decision Inputs, Action Items | SMART Goal, Measurement Note, Deadline | OKR set, Measurement plan, Review cadence |
Tagsno overlap | FlowMeasurementConstraints | FacilitationOptionsDecision | GoalsPlanningMeasurementAlignment | GoalsAlignmentOutcomesMeasurement |