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| Criterion |  Operations Bottleneck Analysis |  Decision Making Trade-off Analysis |  Facilitation Six Thinking Hats |  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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | 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 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 | Medium | Low |
Timedifferent | 1-3 h | 45-120 min | 45-90 min | 60-90 min |
Participantsdifferent | 3-8 | 2-8 | 4-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Perspective Notes, Decision Inputs, Action Items | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | FlowMeasurementConstraints | TradeoffsDecisionCriteriaOptions | FacilitationOptionsDecision | FacilitationDecisionProblem solvingWorkshop |