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| Criterion |  Decision Making Decision Tree |  Operations Time Blocking |  Facilitation Six Thinking Hats |  Operations Pomodoro Technique |
|---|---|---|---|---|
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. | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | 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 easily distracted solo work, the method sets clear time boundaries for concentrated work. It protects attention when large tasks would otherwise fall apart into small avoidance moves. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 30-90 min | 15-30 min Planung, laufend | 45-90 min | 25 min Zyklen |
Participantsdifferent | 1-6 | 1 | 4-12 | 1 |
Formatdifferent | Workshop + async | Async | Workshop | Async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Blocked Calendar, Capacity View, Focus Plan | Perspective Notes, Decision Inputs, Action Items | Focus Sessions, Task Progress, Interruption Notes |
Tagsno overlap | DecisionTreeOptions | PlanningTime managementFocus | FacilitationOptionsDecision | FocusTime managementProductivityExecution |