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| Criterion |  Facilitation Six Thinking Hats |  Operations Change Analysis |  Decision Making Decision Tree |
|---|---|---|---|
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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 45-90 min | 45-120 min | 30-90 min |
Participantsdifferent | 4-12 | 2-6 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Decision Tree, Option Map, Assumption List |
Tagsno overlap | FacilitationOptionsDecision | ChangeRoot causeTroubleshootingComparison | DecisionTreeOptions |
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