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| Criterion |  Facilitation Timeline |  Decision Making Decision Tree |  Operations Kepner-Tregoe |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
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 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 30-90 min | 30-90 min | 2-8 h | 45-90 min |
Participantsdifferent | 2-12 | 1-6 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Timeline, Milestones, Insight Notes | Decision Tree, Option Map, Assumption List | Problem Analysis, Decision Analysis, Risk Plan | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | TimelineFacilitationSequence | DecisionTreeOptions | Problem solvingRoot causeDecisionOperations | FacilitationOptionsDecision |