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| Criterion |  Operations DMAIC |  Decision Making Decision Tree |  Knowledge Modeling IBIS |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
Purposedifferent | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 2-12 Wochen | 30-90 min | 1-3 h | 45-90 min |
Participantsdifferent | 3-10 | 1-6 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Decision Tree, Option Map, Assumption List | Issue Map, Positions, Argument Notes | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | Continuous improvementQualityProcess improvement | DecisionTreeOptions | RationaleKnowledgeDecision | FacilitationOptionsDecision |