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| Criterion |  Decision Making Decision Tree |  Innovation Crazy 8s |  Facilitation Six Thinking Hats |  Innovation Rapid Ideation |
|---|---|---|---|---|
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. | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | 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. | When a decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 30-90 min | 8-15 min | 45-90 min | 5-20 min |
Participantsdifferent | 1-6 | 1-10 | 4-12 | 1-20 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Sketch Set, Idea Shortlist, Direction Options | Perspective Notes, Decision Inputs, Action Items | Ideenpool, Roh-Shortlist, Cluster |
Tagsno overlap | DecisionTreeOptions | BrainstormingSketchingSpeedDivergenceDesign sprint | FacilitationOptionsDecision | BrainstormingIdeationDivergenceSpeed |