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| Criterion |  Decision Making Constraint Analysis |  Facilitation Power Interest Grid |  Facilitation Decision Jam |  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. | 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. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | 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 | Low | Medium |
Timedifferent | 30-90 min | 30-60 min | 60-90 min | 45-90 min |
Participantsdifferent | 2-8 | 2-8 | 4-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Power Interest Grid, Strategy per Stakeholder | Problem Cluster, Prioritized Challenge, Experiment | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | ConstraintsDecisionPlanningOptions | StakeholdersFacilitationAlignmentPlanning | FacilitationDecisionProblem solvingWorkshop | FacilitationOptionsDecision |