View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Facilitation Six Thinking Hats |  Innovation Contradiction Analysis |  Decision Making Decision Tree |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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 a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 45-90 min | 60-120 min | 30-90 min | 2-8 h |
Participantsdifferent | 4-12 | 2-8 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Decision Tree, Option Map, Assumption List | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | FacilitationOptionsDecision | ContradictionsInnovationProblem solving | DecisionTreeOptions | Problem solvingRoot causeDecisionOperations |