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| Criterion |  Operations Time Blocking |  Decision Making Decision Tree |  Facilitation Six Thinking Hats |  Facilitation Decision Jam |
|---|---|---|---|---|
Purposedifferent | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | 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. | 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. | 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 | Low | Medium | Medium | Low |
Timedifferent | 15-30 min Planung, laufend | 30-90 min | 45-90 min | 60-90 min |
Participantsdifferent | 1 | 1-6 | 4-12 | 4-10 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | Blocked Calendar, Capacity View, Focus Plan | Decision Tree, Option Map, Assumption List | Perspective Notes, Decision Inputs, Action Items | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | PlanningTime managementFocus | DecisionTreeOptions | FacilitationOptionsDecision | FacilitationDecisionProblem solvingWorkshop |