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| Criterion |  Facilitation Six Thinking Hats |  Operations ALPEN Method |  Operations 8D Problem Solving |  Facilitation Decision Jam |
|---|---|---|---|---|
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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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 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. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 45-90 min | 10-20 min daily | 1-6 Wochen | 60-90 min |
Participantsdifferent | 4-12 | 1 | 4-10 | 4-10 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Daily Plan, Time Estimates, Review Notes | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | FacilitationOptionsDecision | PlanningTime managementProductivityOperations | QualityProblem solvingRoot cause | FacilitationDecisionProblem solvingWorkshop |