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| Criterion |  Facilitation Six Thinking Hats |  Operations Change Analysis |  Decision Making Constraint 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 45-90 min | 45-120 min | 30-90 min |
Participantsdifferent | 4-12 | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | FacilitationOptionsDecision | ChangeRoot causeTroubleshootingComparison | ConstraintsDecisionPlanningOptions |
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