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| Criterion |  Facilitation Timeline |  Decision Making Decision Tree |  Operations Root Cause Tree Analysis |  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 problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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 | Medium | Medium |
Timedifferent | 30-90 min | 30-90 min | 1-3 h | 45-90 min |
Participantsdifferent | 2-12 | 1-6 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Timeline, Milestones, Insight Notes | Decision Tree, Option Map, Assumption List | Cause Tree, Evidence Notes, Countermeasures | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | TimelineFacilitationSequence | DecisionTreeOptions | Root causeTreeIncidentQuality | FacilitationOptionsDecision |