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| Criterion |  Decision Making Constraint Analysis |  Innovation Crazy 8s |  Facilitation Six Thinking Hats |  Decision Making Decision Tree |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-90 min | 8-15 min | 45-90 min | 30-90 min |
Participantsdifferent | 2-8 | 1-10 | 4-12 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Sketch Set, Idea Shortlist, Direction Options | Perspective Notes, Decision Inputs, Action Items | Decision Tree, Option Map, Assumption List |
Tagsno overlap | ConstraintsDecisionPlanningOptions | BrainstormingSketchingSpeedDivergenceDesign sprint | FacilitationOptionsDecision | DecisionTreeOptions |