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| Criterion |  Decision Making Decision Tree |  Facilitation Consensus Workshop |  Decision Making Decision 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 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 30-90 min | 1-3 h | 45-90 min | 45-90 min |
Participantsdifferent | 1-6 | 5-30 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Consensus Clusters, Theme Titles, Priority Areas | Decision Matrix, Scoring Rationale, Selected Option | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | DecisionTreeOptions | FacilitationConsensusWorkshopAlignment | DecisionCriteriaScoringTradeoffs | FacilitationOptionsDecision |