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| Criterion |  Facilitation Six Thinking Hats |  Decision Making Decision Tree |  Operations 8D Problem Solving |  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. | 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 an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 45-90 min | 30-90 min | 1-6 Wochen | 1-4 h |
Participantsdifferent | 4-12 | 1-6 | 4-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Decision Tree, Option Map, Assumption List | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | FacilitationOptionsDecision | DecisionTreeOptions | QualityProblem solvingRoot cause | Root causeProblem solvingQualityIncident |