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| Criterion |  Engineering Fault Isolation |  Facilitation Six Thinking Hats |  Facilitation Consensus Workshop |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | In technical failures, the visible symptom often gets mixed up with the actual cause. Fault Isolation narrows the fault space and progressively reduces which part of the system is truly affected. | 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. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 30-180 min | 45-90 min | 1-3 h | 1-2 h |
Participantsdifferent | 1-6 | 4-12 | 5-30 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Fault Isolation Map, Test Log, Excluded Hypotheses, Narrowed Fault Area | Perspective Notes, Decision Inputs, Action Items | Consensus Clusters, Theme Titles, Priority Areas | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | TroubleshootingDiagnosisEngineering | FacilitationOptionsDecision | FacilitationConsensusWorkshopAlignment | AlignmentStakeholdersStrategyFacilitation |