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| Criterion |  Decision Making Decision Tree |  Operations Kepner-Tregoe |  Facilitation Six Thinking Hats |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 30-90 min | 2-8 h | 45-90 min | 45-90 min |
Participantsdifferent | 1-6 | 2-8 | 4-12 | 2-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Problem Analysis, Decision Analysis, Risk Plan | Perspective Notes, Decision Inputs, Action Items | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | DecisionTreeOptions | Problem solvingRoot causeDecisionOperations | FacilitationOptionsDecision | LeanProblem solvingCoachingOperations |