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| Criterion |  Operations Accountability Ladder |  Decision Making Decision Tree |  Facilitation Six Thinking Hats |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck 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. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 20-45 min | 30-90 min | 45-90 min | 90-180 min |
Participantsdifferent | 1-8 | 1-6 | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Decision Tree, Option Map, Assumption List | Perspective Notes, Decision Inputs, Action Items | Decision Rights Matrix, Agreement |
Tagsno overlap | ResponsibilityLeadershipTeam | DecisionTreeOptions | FacilitationOptionsDecision | DecisionGovernanceAlignmentResponsibility |