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| Criterion |  Facilitation Six Thinking Hats |  Innovation TRIZ |  Operations Kepner-Tregoe |  Operations 8D Problem Solving |
|---|---|---|---|---|
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. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 45-90 min | 1-4 h | 2-8 h | 1-6 Wochen |
Participantsdifferent | 4-12 | 2-8 | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Contradiction Statement, Inventive Principles, Solution Concepts | Problem Analysis, Decision Analysis, Risk Plan | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | FacilitationOptionsDecision | InnovationProblem solvingContradictionsCreativity | Problem solvingRoot causeDecisionOperations | QualityProblem solvingRoot cause |