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| Criterion |  Facilitation Six Thinking Hats |  Decision Making Option Framing |  Decision Making Force Field Analysis |  Operations Change 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. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-90 min | 45-120 min | 45-90 min | 45-120 min |
Participantsdifferent | 4-12 | 3-8 | 3-12 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Force Field Map, Change Levers, Risk Notes | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | FacilitationOptionsDecision | OptionsDecision framingStrategyComparison | ChangeDecisionStrategy | ChangeRoot causeTroubleshootingComparison |