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| Criterion |  Decision Making Constraint Analysis |  Knowledge Modeling Feynman Technique |  Facilitation Consensus Workshop |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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 | Low | Medium | Medium |
Timedifferent | 30-90 min | 20-60 min | 1-3 h | 45-90 min |
Participantsdifferent | 2-8 | 1 | 5-30 | 4-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Plain-language Explanation, Knowledge Gaps, Study Notes | Consensus Clusters, Theme Titles, Priority Areas | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | ConstraintsDecisionPlanningOptions | LearningKnowledgeUnderstanding | FacilitationConsensusWorkshopAlignment | FacilitationOptionsDecision |