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| Criterion |  Decision Making Decision Tree |  Operations Bottleneck Analysis |  Knowledge Modeling IBIS |  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 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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 30-90 min | 1-3 h | 1-3 h | 45-90 min |
Participantsdifferent | 1-6 | 3-8 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Issue Map, Positions, Argument Notes | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | DecisionTreeOptions | FlowMeasurementConstraints | RationaleKnowledgeDecision | FacilitationOptionsDecision |