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| Criterion |  Facilitation Six Thinking Hats |  Innovation TRIZ |  Operations Root Cause Analysis |  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. | 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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 | High | Medium | Low |
Timedifferent | 45-90 min | 1-4 h | 1-4 h | 60-90 min |
Participantsdifferent | 4-12 | 2-8 | 3-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Contradiction Statement, Inventive Principles, Solution Concepts | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | FacilitationOptionsDecision | InnovationProblem solvingContradictionsCreativity | Root causeProblem solvingQualityIncident | FacilitationDecisionProblem solvingWorkshop |