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| Criterion |  Facilitation Six Thinking Hats |  Decision Making Constraint Analysis |  Operations ALPEN Method |  Operations Getting Things Done |
|---|---|---|---|---|
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. | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 45-90 min | 30-90 min | 10-20 min daily | 1-2 h Setup, laufend |
Participantsdifferent | 4-12 | 2-8 | 1 | 1 |
Formatdifferent | Workshop | Workshop + async | Async | Async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Daily Plan, Time Estimates, Review Notes | Action Lists, Project List, Review Routine |
Tagsno overlap | FacilitationOptionsDecision | ConstraintsDecisionPlanningOptions | PlanningTime managementProductivityOperations | ProductivityPlanningTasksExecution |