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| Criterion |  Operations Visual Management |  Knowledge Modeling IBIS |  Facilitation Six Thinking Hats |  Decision Making Decision Tree |
|---|---|---|---|---|
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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | Ongoing | 1-3 h | 45-90 min | 30-90 min |
Participantsdifferent | 1-20 | 2-8 | 4-12 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Issue Map, Positions, Argument Notes | Perspective Notes, Decision Inputs, Action Items | Decision Tree, Option Map, Assumption List |
Tagsno overlap | SignalsOperationsVisual management | RationaleKnowledgeDecision | FacilitationOptionsDecision | DecisionTreeOptions |