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| Criterion |  Operations Visual Management |  Facilitation Six Thinking Hats |  Decision Making Assumption Surfacing |  Facilitation Decision Jam |
|---|---|---|---|---|
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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | Ongoing | 45-90 min | 45-90 min | 60-90 min |
Participantsdifferent | 1-20 | 4-12 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Perspective Notes, Decision Inputs, Action Items | Assumption List, Critical Assumptions, Learning Plan | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | SignalsOperationsVisual management | FacilitationOptionsDecision | AssumptionsRiskDecisionDiscovery | FacilitationDecisionProblem solvingWorkshop |