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| Criterion |  Facilitation Six Thinking Hats |  Innovation Contradiction Analysis |  Operations Root Cause 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 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 45-90 min | 60-120 min | 1-4 h |
Participantsdifferent | 4-12 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | FacilitationOptionsDecision | ContradictionsInnovationProblem solving | Root causeProblem solvingQualityIncident |
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