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| Criterion |  Decision Making Decision Tree |  Decision Making Constraint Analysis |  Innovation Design Sprint |  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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | 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 | Low | High | Medium |
Timedifferent | 30-90 min | 30-90 min | 4-5 Tage | 45-90 min |
Participantsdifferent | 1-6 | 2-8 | 5-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Prototype, Test Findings, Decision Rationale | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | DecisionTreeOptions | ConstraintsDecisionPlanningOptions | Design sprintPrototypeValidationInnovation | FacilitationOptionsDecision |