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| Criterion |  Decision Making Decision Tree |  UX Research Affinity Diagramming |  Facilitation Decision Jam |  Operations 5 Whys |
|---|---|---|---|---|
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. | When research notes, feedback, or observations sit unconnected side by side, affinity diagramming sorts the raw material into solid themes. Many individual points turn into patterns that make decisions and opportunities clearer. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 30-90 min | 45–90 min | 60-90 min | 15-30 min |
Participantsdifferent | 1-6 | 3-10 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Theme clusters, Insight statements, Opportunity areas | Problem Cluster, Prioritized Challenge, Experiment | Root cause notes, Countermeasures |
Tagsno overlap | DecisionTreeOptions | SynthesisQualitativeRoot cause | FacilitationDecisionProblem solvingWorkshop | Root causeIncidentLeanProblem solving |