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| Criterion |  Facilitation Six Thinking Hats |  Operations ALPEN Method |  Operations Failure Mode and Effects Analysis |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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 a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 45-90 min | 10-20 min daily | 2-6 h | 30-90 min |
Participantsdifferent | 4-12 | 1 | 3-10 | 2-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Daily Plan, Time Estimates, Review Notes | FMEA Table, Risk Priority, Mitigation Actions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | FacilitationOptionsDecision | PlanningTime managementProductivityOperations | RiskQualityOperationsRoot cause | ConstraintsDecisionPlanningOptions |