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| Criterion |  Operations Visual Management |  Facilitation Six Thinking Hats |  Facilitation Power Interest Grid |
|---|---|---|---|
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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | Ongoing | 45-90 min | 30-60 min |
Participantsdifferent | 1-20 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Perspective Notes, Decision Inputs, Action Items | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | SignalsOperationsVisual management | FacilitationOptionsDecision | StakeholdersFacilitationAlignmentPlanning |
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