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| Criterion |  Facilitation Six Thinking Hats |  Operations ALPEN Method |  DevOps Blameless Postmortem |  Operations After-Action Review |
|---|---|---|---|---|
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. | After an incident with damage or a near miss, the method creates a sober field for learning without assigning blame. It directs attention to the course of events, conditions, and effective countermeasures. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 45-90 min | 10-20 min daily | 30-90 min | 20-45 min |
Participantsdifferent | 4-12 | 1 | 3-12 | 3-12 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Daily Plan, Time Estimates, Review Notes | Postmortem Doc, Action Items, Timeline | Lessons learned, Action items, Event summary |
Tagsno overlap | FacilitationOptionsDecision | PlanningTime managementProductivityOperations | Site Reliability EngineeringIncidentLearningReliability | LearningOperationsImprovement |