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| Criterion |  Facilitation Six Thinking Hats |  Operations A3 Problem Solving |  Decision Making Constraint Analysis |  Operations 5 Whys |
|---|---|---|---|---|
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 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 | Low | Low |
Timedifferent | 45-90 min | 45-90 min | 30-90 min | 15-30 min |
Participantsdifferent | 4-12 | 2-5 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | A3 Report, Action Plan, Root Cause Analysis | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Root cause notes, Countermeasures |
Tagsno overlap | FacilitationOptionsDecision | LeanProblem solvingCoachingOperations | ConstraintsDecisionPlanningOptions | Root causeIncidentLeanProblem solving |