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| Criterion |  Facilitation Six Thinking Hats |  Decision Making Option Framing |  Operations Change Analysis |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | 45-120 min | 45-120 min | 15-60 min je Zyklus |
Participantsdifferent | 4-12 | 3-8 | 2-6 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | FacilitationOptionsDecision | OptionsDecision framingStrategyComparison | ChangeRoot causeTroubleshootingComparison | DecisionChangeLearningStrategy |