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| Criterion |  Decision Making Decision Tree |  Operations Kepner-Tregoe |  Facilitation Six Thinking Hats |  Operations 5 Whys |
|---|---|---|---|---|
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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 30-90 min | 2-8 h | 45-90 min | 15-30 min |
Participantsdifferent | 1-6 | 2-8 | 4-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Problem Analysis, Decision Analysis, Risk Plan | Perspective Notes, Decision Inputs, Action Items | Root cause notes, Countermeasures |
Tagsno overlap | DecisionTreeOptions | Problem solvingRoot causeDecisionOperations | FacilitationOptionsDecision | Root causeIncidentLeanProblem solving |