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| Criterion |  Operations Visual Management |  Decision Making Decision Tree |  Facilitation Six Thinking Hats |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | Ongoing | 30-90 min | 45-90 min | 2-8 h |
Participantsdifferent | 1-20 | 1-6 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Decision Tree, Option Map, Assumption List | Perspective Notes, Decision Inputs, Action Items | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | SignalsOperationsVisual management | DecisionTreeOptions | FacilitationOptionsDecision | Problem solvingRoot causeDecisionOperations |