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| Criterion |  Facilitation Six Thinking Hats |  Decision Making Constraint Analysis |  Operations MORT Analysis |  Operations Causal Factor 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. | 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. | For a safety-relevant event or a system with high protection requirements, the method examines where controls failed. It exposes both technical and organizational gaps. | 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. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 45-90 min | 30-90 min | Mehrere Tage bis Wochen | 2-6 h |
Participantsdifferent | 4-12 | 2-8 | 2-6 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | FacilitationOptionsDecision | ConstraintsDecisionPlanningOptions | Root causeSafetySystemicIncident | CausalityIncidentRoot causeTimeline |