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| Criterion |  Facilitation Six Thinking Hats |  Operations Getting Things Done |  Operations Weekly Review |  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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | 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 | 30-60 min | 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 | Updated Task System, Weekly Focus, Next Actions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | FacilitationOptionsDecision | ProductivityPlanningTasksExecution | ProductivityExecutionPlanning | ConstraintsDecisionPlanningOptions |