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| Criterion |  Decision Making Decision Tree |  Knowledge Modeling Feynman Technique |  Facilitation Six Thinking Hats |  Facilitation Decision Jam |
|---|---|---|---|---|
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 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 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 30-90 min | 20-60 min | 45-90 min | 60-90 min |
Participantsdifferent | 1-6 | 1 | 4-12 | 4-10 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Plain-language Explanation, Knowledge Gaps, Study Notes | Perspective Notes, Decision Inputs, Action Items | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | DecisionTreeOptions | LearningKnowledgeUnderstanding | FacilitationOptionsDecision | FacilitationDecisionProblem solvingWorkshop |