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| Criterion |  Operations Root Cause Tree Analysis |  Facilitation Six Thinking Hats |  Decision Making Decision Tree |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 45-90 min | 30-90 min | 15-30 min |
Participantsdifferent | 2-8 | 4-12 | 1-6 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Perspective Notes, Decision Inputs, Action Items | Decision Tree, Option Map, Assumption List | Root cause notes, Countermeasures |
Tagsno overlap | Root causeTreeIncidentQuality | FacilitationOptionsDecision | DecisionTreeOptions | Root causeIncidentLeanProblem solving |