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| Criterion |  Facilitation Six Thinking Hats |  Operations Weekly Review |  Facilitation Consensus Workshop |  Decision Making Constraint 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 a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 45-90 min | 30-60 min | 1-3 h | 30-90 min |
Participantsdifferent | 4-12 | 1 | 5-30 | 2-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Updated Task System, Weekly Focus, Next Actions | Consensus Clusters, Theme Titles, Priority Areas | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | FacilitationOptionsDecision | ProductivityExecutionPlanning | FacilitationConsensusWorkshopAlignment | ConstraintsDecisionPlanningOptions |