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| Criterion |  Facilitation Six Thinking Hats |  Decision Making Decision Tree |  DevOps Incident Command |  DevOps Blameless Postmortem |
|---|---|---|---|---|
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. | During an acute incident with several people involved, the method creates a clear leadership and communication structure. It reduces chaos when fast coordination and clean situational awareness are both needed at once. | After an incident with damage or a near miss, the method creates a sober field for learning without assigning blame. It directs attention to the course of events, conditions, and effective countermeasures. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | 30-90 min | As needed | 30-90 min |
Participantsdifferent | 4-12 | 1-6 | 4-15 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Decision Tree, Option Map, Assumption List | Incident Log, Action Tracker, Stakeholder Updates | Postmortem Doc, Action Items, Timeline |
Tagsno overlap | FacilitationOptionsDecision | DecisionTreeOptions | IncidentOperationsReliability | Site Reliability EngineeringIncidentLearningReliability |