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| Criterion |  Decision Making Decision Tree |  Facilitation Six Thinking Hats |  Operations 8D Problem Solving |  Facilitation Decision Jam |
|---|---|---|---|---|
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. | 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 acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 30-90 min | 45-90 min | 1-6 Wochen | 60-90 min |
Participantsdifferent | 1-6 | 4-12 | 4-10 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Perspective Notes, Decision Inputs, Action Items | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | DecisionTreeOptions | FacilitationOptionsDecision | QualityProblem solvingRoot cause | FacilitationDecisionProblem solvingWorkshop |