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| Criterion |  Facilitation Six Thinking Hats |  Operations Change 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. |
Complexitysame | Medium | Medium |
Timedifferent | 45-90 min | 45-120 min |
Participantsdifferent | 4-12 | 2-6 |
Formatdifferent | Workshop | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | FacilitationOptionsDecision | ChangeRoot causeTroubleshootingComparison |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
