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 |  Systems Thinking Current Reality Tree |  Operations MORT Analysis |  Decision Making Constraint 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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. | 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. |
Complexitydifferent | Medium | High | High | Low |
Timedifferent | 45-90 min | 2-6 h | Mehrere Tage bis Wochen | 30-90 min |
Participantsdifferent | 4-12 | 3-8 | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Current Reality Tree, Core Problems, Intervention Ideas | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | FacilitationOptionsDecision | Systems thinkingRoot causeConstraintsCausality | Root causeSafetySystemicIncident | ConstraintsDecisionPlanningOptions |