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| Criterion |  Decision Making Decision Tree |  Facilitation Decision Jam |  Innovation TRIZ |  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 decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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 | 60-90 min | 1-4 h | 45-90 min |
Participantsdifferent | 1-6 | 4-10 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Problem Cluster, Prioritized Challenge, Experiment | Contradiction Statement, Inventive Principles, Solution Concepts | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | DecisionTreeOptions | FacilitationDecisionProblem solvingWorkshop | InnovationProblem solvingContradictionsCreativity | FacilitationOptionsDecision |