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| Criterion |  Decision Making Decision Tree |  Knowledge Modeling Feynman Technique |  Facilitation Barcamp |  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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | When many people can contribute knowledge and the flow should stay open, Barcamp provides a framework for self-organized sessions. The format channels energy without defining the content too narrowly in advance. | 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 | Medium | Medium |
Timedifferent | 30-90 min | 20-60 min | Halber Tag bis 2 Tage | 45-90 min |
Participantsdifferent | 1-6 | 1 | 15-200 | 4-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Plain-language Explanation, Knowledge Gaps, Study Notes | Session Board, Session Notes, Community Learnings | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | DecisionTreeOptions | LearningKnowledgeUnderstanding | FacilitationLarge groupLearning | FacilitationOptionsDecision |