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| Criterion |  Operations Visual Management |  Facilitation Six Thinking Hats |  Decision Making Decision Tree |  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. | 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 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 | Medium | Low |
Timedifferent | Ongoing | 45-90 min | 30-90 min | 60-90 min |
Participantsdifferent | 1-20 | 4-12 | 1-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Perspective Notes, Decision Inputs, Action Items | Decision Tree, Option Map, Assumption List | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | SignalsOperationsVisual management | FacilitationOptionsDecision | DecisionTreeOptions | FacilitationDecisionProblem solvingWorkshop |