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| Criterion |  Operations Visual Management |  Facilitation Six Thinking Hats |  Decision Making Argument Mapping |  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. | 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 statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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 | 45-90 min | 1-3 h | 30-90 min |
Participantsdifferent | 1-20 | 4-12 | 1-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Perspective Notes, Decision Inputs, Action Items | Argument Map, Evidence Gaps, Decision Rationale | Decision Tree, Option Map, Assumption List |
Tagsno overlap | SignalsOperationsVisual management | FacilitationOptionsDecision | SensemakingDecisionRationale | DecisionTreeOptions |