View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Decision Making Decision Tree |  Facilitation Alignment Mapping |  Decision Making Risk Matrix |  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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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 | Medium | Low | Medium |
Timedifferent | 30-90 min | 1-2 h | 30-60 min | 45-90 min |
Participantsdifferent | 1-6 | 4-12 | 3-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Alignment Map, Open Issues, Decision Questions | Risk Matrix, Top Risk List | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | DecisionTreeOptions | AlignmentStakeholdersStrategyFacilitation | RiskDecisionPrioritizationAssessment | FacilitationOptionsDecision |