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| Criterion |  Decision Making Decision Tree |  Facilitation Consensus Workshop |  Operations Kepner-Tregoe |  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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 | High | Medium |
Timedifferent | 30-90 min | 1-3 h | 2-8 h | 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 | Problem Analysis, Decision Analysis, Risk Plan | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | DecisionTreeOptions | FacilitationConsensusWorkshopAlignment | Problem solvingRoot causeDecisionOperations | FacilitationOptionsDecision |