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| Criterion |  Decision Making Decision Tree |  Operations Accountability Ladder |  Facilitation Six Thinking Hats |
|---|---|---|---|
Purposedifferent | 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 defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 | Medium | Low | Medium |
Timedifferent | 30-90 min | 20-45 min | 45-90 min |
Participantsdifferent | 1-6 | 1-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Ownership Reflection, Action Commitment, Coaching Notes | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | DecisionTreeOptions | ResponsibilityLeadershipTeam | FacilitationOptionsDecision |
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