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| Criterion |  Facilitation Six Thinking Hats |  Operations Causal Factor Analysis |  Facilitation Stakeholder Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 45-90 min | 2-6 h | 60–90 min | 30-60 min |
Participantsdifferent | 4-12 | 3-10 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Stakeholder Map, Engagement Plan, Risk Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | FacilitationOptionsDecision | CausalityIncidentRoot causeTimeline | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentPlanning |