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| Criterion |  Decision Making Decision Tree |  Operations 5 Whys |  Facilitation Six Thinking Hats |
|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | 30-90 min | 15-30 min | 45-90 min |
Participantsdifferent | 1-6 | 2-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Root cause notes, Countermeasures | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | DecisionTreeOptions | Root causeIncidentLeanProblem solving | FacilitationOptionsDecision |
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