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| Criterion |  Facilitation Six Thinking Hats |  Decision Making Decision Matrix |  Operations Root Cause Analysis |  Facilitation Decision Jam |
|---|---|---|---|---|
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 several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 45-90 min | 1-4 h | 60-90 min |
Participantsdifferent | 4-12 | 2-8 | 3-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Decision Matrix, Scoring Rationale, Selected Option | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | FacilitationOptionsDecision | DecisionCriteriaScoringTradeoffs | Root causeProblem solvingQualityIncident | FacilitationDecisionProblem solvingWorkshop |