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| Criterion |  Decision Making Decision Tree |  Decision Making Constraint Analysis |  Agile Ideal Days |  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 effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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 | Low | Medium |
Timedifferent | 30-90 min | 30-90 min | 15-60 min | 45-90 min |
Participantsdifferent | 1-6 | 2-8 | 2-9 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | DecisionTreeOptions | ConstraintsDecisionPlanningOptions | EstimationEffortAgile | FacilitationOptionsDecision |