View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Gemba Walk |  Facilitation Decision Jam |  Decision Making Trade-off Analysis |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
Purposedifferent | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | 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 | Low | Low | Medium | Medium |
Timedifferent | 30-120 min | 60-90 min | 45-120 min | 45-90 min |
Participantsdifferent | 2-6 | 4-10 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Problem Cluster, Prioritized Challenge, Experiment | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | LeanObservationProcessOperations | FacilitationDecisionProblem solvingWorkshop | TradeoffsDecisionCriteriaOptions | FacilitationOptionsDecision |