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| Criterion |  Operations Kepner-Tregoe |  Facilitation Decision Jam |  Facilitation Six Thinking Hats |  Facilitation Consensus Workshop |
|---|---|---|---|---|
Purposedifferent | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. | 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. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 2-8 h | 60-90 min | 45-90 min | 1-3 h |
Participantsdifferent | 2-8 | 4-10 | 4-12 | 5-30 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | Problem Cluster, Prioritized Challenge, Experiment | Perspective Notes, Decision Inputs, Action Items | Consensus Clusters, Theme Titles, Priority Areas |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | FacilitationDecisionProblem solvingWorkshop | FacilitationOptionsDecision | FacilitationConsensusWorkshopAlignment |