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| Criterion |  Decision Making Decision Tree |  Innovation Design Sprint |  Facilitation Decision Jam |  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 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 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. | 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 | High | Low | Medium |
Timedifferent | 30-90 min | 4-5 Tage | 60-90 min | 45-90 min |
Participantsdifferent | 1-6 | 5-8 | 4-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Prototype, Test Findings, Decision Rationale | Problem Cluster, Prioritized Challenge, Experiment | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | DecisionTreeOptions | Design sprintPrototypeValidationInnovation | FacilitationDecisionProblem solvingWorkshop | FacilitationOptionsDecision |