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| Criterion |  Facilitation Six Thinking Hats |  Decision Making Decision Tree |  Operations ALPEN Method |  Operations Getting Things Done |
|---|---|---|---|---|
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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-90 min | 30-90 min | 10-20 min daily | 1-2 h Setup, laufend |
Participantsdifferent | 4-12 | 1-6 | 1 | 1 |
Formatdifferent | Workshop | Workshop + async | Async | Async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Decision Tree, Option Map, Assumption List | Daily Plan, Time Estimates, Review Notes | Action Lists, Project List, Review Routine |
Tagsno overlap | FacilitationOptionsDecision | DecisionTreeOptions | PlanningTime managementProductivityOperations | ProductivityPlanningTasksExecution |