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| Criterion |  Decision Making Assumption Surfacing |  Decision Making Decision Tree |  Facilitation Consensus Workshop |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
Purposedifferent | 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. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 45-90 min | 30-90 min | 1-3 h | 45-90 min |
Participantsdifferent | 2-8 | 1-6 | 5-30 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Decision Tree, Option Map, Assumption List | Consensus Clusters, Theme Titles, Priority Areas | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | DecisionTreeOptions | FacilitationConsensusWorkshopAlignment | FacilitationOptionsDecision |