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| Criterion |  Decision Making Decision Tree |  Agile Ideal Days |  Facilitation Alignment Mapping |  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 effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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 | 15-60 min | 1-2 h | 45-90 min |
Participantsdifferent | 1-6 | 2-9 | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Alignment Map, Open Issues, Decision Questions | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | DecisionTreeOptions | EstimationEffortAgile | AlignmentStakeholdersStrategyFacilitation | FacilitationOptionsDecision |