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| Criterion |  Facilitation Six Thinking Hats |  Operations Weekly Review |  Operations Getting Things Done |  Decision Making Decision Tree |
|---|---|---|---|---|
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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 45-90 min | 30-60 min | 1-2 h Setup, laufend | 30-90 min |
Participantsdifferent | 4-12 | 1 | 1 | 1-6 |
Formatdifferent | Workshop | Async | Async | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Updated Task System, Weekly Focus, Next Actions | Action Lists, Project List, Review Routine | Decision Tree, Option Map, Assumption List |
Tagsno overlap | FacilitationOptionsDecision | ProductivityExecutionPlanning | ProductivityPlanningTasksExecution | DecisionTreeOptions |