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| Criterion |  Decision Making Decision Matrix |  Facilitation Six Thinking Hats |  Decision Making Decision Tree |  Decision Making Trade-off Analysis |
|---|---|---|---|---|
Purposedifferent | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | 45-90 min | 30-90 min | 45-120 min |
Participantsdifferent | 2-8 | 4-12 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Perspective Notes, Decision Inputs, Action Items | Decision Tree, Option Map, Assumption List | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides |
Tags1 shared | DecisionCriteriaScoringTradeoffs | FacilitationOptionsDecision | DecisionTreeOptions | TradeoffsDecisionCriteriaOptions |