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| Criterion |  Facilitation Timeline |  Operations Root Cause Tree Analysis |  Facilitation Six Thinking Hats |  Operations Root Cause Analysis |
|---|---|---|---|---|
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 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-90 min | 1-3 h | 45-90 min | 1-4 h |
Participantsdifferent | 2-12 | 2-8 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Timeline, Milestones, Insight Notes | Cause Tree, Evidence Notes, Countermeasures | Perspective Notes, Decision Inputs, Action Items | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | TimelineFacilitationSequence | Root causeTreeIncidentQuality | FacilitationOptionsDecision | Root causeProblem solvingQualityIncident |