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| Criterion |  Operations Visual Management |  Facilitation Six Thinking Hats |  Decision Making Assumption Surfacing |  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. | 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. | 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 | Low | Medium |
Timedifferent | Ongoing | 45-90 min | 45-90 min | 30-90 min |
Participantsdifferent | 1-20 | 4-12 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Perspective Notes, Decision Inputs, Action Items | Assumption List, Critical Assumptions, Learning Plan | Decision Tree, Option Map, Assumption List |
Tagsno overlap | SignalsOperationsVisual management | FacilitationOptionsDecision | AssumptionsRiskDecisionDiscovery | DecisionTreeOptions |