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| Criterion |  Operations Visual Management |  Decision Making Decision Tree |  Facilitation Power Interest Grid |  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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 | Low | Medium |
Timedifferent | Ongoing | 30-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 1-20 | 1-6 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Decision Tree, Option Map, Assumption List | Power Interest Grid, Strategy per Stakeholder | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | SignalsOperationsVisual management | DecisionTreeOptions | StakeholdersFacilitationAlignmentPlanning | FacilitationOptionsDecision |