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| Criterion |  Operations Visual Management |  Decision Making Decision Tree |  Facilitation Alignment Mapping |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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 | Ongoing | 30-90 min | 1-2 h | 45-90 min |
Participantsdifferent | 1-20 | 1-6 | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Decision Tree, Option Map, Assumption List | Alignment Map, Open Issues, Decision Questions | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | SignalsOperationsVisual management | DecisionTreeOptions | AlignmentStakeholdersStrategyFacilitation | FacilitationOptionsDecision |