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| Criterion |  Facilitation Six Thinking Hats |  Operations ALPEN Method |  Operations Getting Things Done |  Operations Weekly 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 45-90 min | 10-20 min daily | 1-2 h Setup, laufend | 30-60 min |
Participantsdifferent | 4-12 | 1 | 1 | 1 |
Formatdifferent | Workshop | Async | Async | Async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Daily Plan, Time Estimates, Review Notes | Action Lists, Project List, Review Routine | Updated Task System, Weekly Focus, Next Actions |
Tagsno overlap | FacilitationOptionsDecision | PlanningTime managementProductivityOperations | ProductivityPlanningTasksExecution | ProductivityExecutionPlanning |