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| Criterion |  Facilitation Six Thinking Hats |  Operations Getting Things Done |  Operations Time Blocking |  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. | 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. | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | 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 | Medium | Low | Low |
Timedifferent | 45-90 min | 1-2 h Setup, laufend | 15-30 min Planung, laufend | 30-90 min |
Participantsdifferent | 4-12 | 1 | 1 | 2-8 |
Formatdifferent | Workshop | Async | Async | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Action Lists, Project List, Review Routine | Blocked Calendar, Capacity View, Focus Plan | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | FacilitationOptionsDecision | ProductivityPlanningTasksExecution | PlanningTime managementFocus | ConstraintsDecisionPlanningOptions |