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| Criterion |  Decision Making Decision Tree |  Operations Barrier Analysis |  Facilitation Six Thinking Hats |  Operations Causal Factor Analysis |
|---|---|---|---|---|
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 risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | 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 an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 30-90 min | 2-4 h | 45-90 min | 2-6 h |
Participantsdifferent | 1-6 | 2-6 | 4-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Perspective Notes, Decision Inputs, Action Items | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | DecisionTreeOptions | Root causeSafetyIncident | FacilitationOptionsDecision | CausalityIncidentRoot causeTimeline |