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| Criterion |  Facilitation Decision Jam |  Systems Thinking Current Reality Tree |  Facilitation Six Thinking Hats |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 60-90 min | 2-6 h | 45-90 min | 2-8 h |
Participantsdifferent | 4-10 | 3-8 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Problem Cluster, Prioritized Challenge, Experiment | Current Reality Tree, Core Problems, Intervention Ideas | Perspective Notes, Decision Inputs, Action Items | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | FacilitationDecisionProblem solvingWorkshop | Systems thinkingRoot causeConstraintsCausality | FacilitationOptionsDecision | Problem solvingRoot causeDecisionOperations |