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| Criterion |  Facilitation Six Thinking Hats |  Operations Time Blocking |  Decision Making Decision Tree |  Operations ALPEN Method |
|---|---|---|---|---|
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 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 45-90 min | 15-30 min Planung, laufend | 30-90 min | 10-20 min daily |
Participantsdifferent | 4-12 | 1 | 1-6 | 1 |
Formatdifferent | Workshop | Async | Workshop + async | Async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Blocked Calendar, Capacity View, Focus Plan | Decision Tree, Option Map, Assumption List | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | FacilitationOptionsDecision | PlanningTime managementFocus | DecisionTreeOptions | PlanningTime managementProductivityOperations |