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| Criterion |  Facilitation Timeline |  Operations Barrier Analysis |  Facilitation Six Thinking Hats |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | When a project, incident, or change process is only remembered in fragments, Timeline brings the sequence back into a readable form. It makes turning points, precursors, and after-effects recognizable over the course of time. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | 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 a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-90 min | 2-4 h | 45-90 min | 15-30 min |
Participantsdifferent | 2-12 | 2-6 | 4-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Timeline, Milestones, Insight Notes | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Perspective Notes, Decision Inputs, Action Items | Root cause notes, Countermeasures |
Tagsno overlap | TimelineFacilitationSequence | Root causeSafetyIncident | FacilitationOptionsDecision | Root causeIncidentLeanProblem solving |