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| Criterion |  Operations Kepner-Tregoe |  Facilitation Six Thinking Hats |  Facilitation Decision Jam |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 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 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 2-8 h | 45-90 min | 60-90 min | 45-90 min |
Participantsdifferent | 2-8 | 4-12 | 4-10 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | Perspective Notes, Decision Inputs, Action Items | Problem Cluster, Prioritized Challenge, Experiment | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | FacilitationOptionsDecision | FacilitationDecisionProblem solvingWorkshop | LeanProblem solvingCoachingOperations |