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| Criterion |  Facilitation Six Thinking Hats |  Operations Getting Things Done |  Operations Weekly Review |  Facilitation Decision Jam |
|---|---|---|---|---|
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 a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 45-90 min | 1-2 h Setup, laufend | 30-60 min | 60-90 min |
Participantsdifferent | 4-12 | 1 | 1 | 4-10 |
Formatdifferent | Workshop | Async | Async | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Action Lists, Project List, Review Routine | Updated Task System, Weekly Focus, Next Actions | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | FacilitationOptionsDecision | ProductivityPlanningTasksExecution | ProductivityExecutionPlanning | FacilitationDecisionProblem solvingWorkshop |