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| Criterion |  Decision Making Decision Tree |  Facilitation Consensus Workshop |  Decision Making DACI |  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 a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | 1-3 h | 30-60 min | 45-90 min |
Participantsdifferent | 1-6 | 5-30 | 2-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Consensus Clusters, Theme Titles, Priority Areas | DACI Matrix, Decision Owner, Decision Log | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | DecisionTreeOptions | FacilitationConsensusWorkshopAlignment | DecisionRolesGovernanceAlignment | FacilitationOptionsDecision |