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| Criterion |  Facilitation Six Thinking Hats |  Operations Causal Factor Analysis |  Facilitation Power Interest Grid |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 45-90 min | 2-6 h | 30-60 min | 1-2 h |
Participantsdifferent | 4-12 | 3-10 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Power Interest Grid, Strategy per Stakeholder | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | FacilitationOptionsDecision | CausalityIncidentRoot causeTimeline | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersStrategyFacilitation |