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| Criterion |  Facilitation Six Thinking Hats |  Operations ALPEN Method |  Operations Kepner-Tregoe |  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 a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 | 2-8 h | 60-90 min |
Participantsdifferent | 4-12 | 1 | 2-8 | 4-10 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Daily Plan, Time Estimates, Review Notes | Problem Analysis, Decision Analysis, Risk Plan | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | FacilitationOptionsDecision | PlanningTime managementProductivityOperations | Problem solvingRoot causeDecisionOperations | FacilitationDecisionProblem solvingWorkshop |