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| Criterion |  Facilitation Timeline |  Engineering Failure Scenario Analysis |  Facilitation Six Thinking Hats |  Decision Making Pre-Mortem |
|---|---|---|---|---|
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. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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 early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-90 min | 1-3 h | 45-90 min | 20–45 min |
Participantsdifferent | 2-12 | 3-8 | 4-12 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Timeline, Milestones, Insight Notes | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Perspective Notes, Decision Inputs, Action Items | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | TimelineFacilitationSequence | FailureResilienceRisk | FacilitationOptionsDecision | RiskDecisionFailurePlanning |