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| Criterion |  Facilitation Six Thinking Hats |  Operations 8D Problem Solving |  Decision Making Decision Matrix |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | 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 an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 45-90 min | 1-6 Wochen | 45-90 min | 2-8 h |
Participantsdifferent | 4-12 | 4-10 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Decision Matrix, Scoring Rationale, Selected Option | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | FacilitationOptionsDecision | QualityProblem solvingRoot cause | DecisionCriteriaScoringTradeoffs | Problem solvingRoot causeDecisionOperations |