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| Criterion |  Decision Making Decision Tree |  Operations A3 Problem Solving |  Facilitation Six Thinking Hats |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Medium | Medium | Medium | High |
Timedifferent | 30-90 min | 45-90 min | 45-90 min | 2-8 h |
Participantsdifferent | 1-6 | 2-5 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | A3 Report, Action Plan, Root Cause Analysis | Perspective Notes, Decision Inputs, Action Items | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | DecisionTreeOptions | LeanProblem solvingCoachingOperations | FacilitationOptionsDecision | Problem solvingRoot causeDecisionOperations |