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| Criterion |  Facilitation Six Thinking Hats |  Operations Weekly Review |  Facilitation Decision Jam |  Facilitation Consensus Workshop |
|---|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 45-90 min | 30-60 min | 60-90 min | 1-3 h |
Participantsdifferent | 4-12 | 1 | 4-10 | 5-30 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Updated Task System, Weekly Focus, Next Actions | Problem Cluster, Prioritized Challenge, Experiment | Consensus Clusters, Theme Titles, Priority Areas |
Tagsno overlap | FacilitationOptionsDecision | ProductivityExecutionPlanning | FacilitationDecisionProblem solvingWorkshop | FacilitationConsensusWorkshopAlignment |