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| Criterion |  Decision Making Decision Tree |  Agile Ideal Days |  Facilitation Six Thinking Hats |  Facilitation Dot Estimation |
|---|---|---|---|---|
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 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 size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 30-90 min | 15-60 min | 45-90 min | 5-20 min |
Participantsdifferent | 1-6 | 2-9 | 4-12 | 3-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Perspective Notes, Decision Inputs, Action Items | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | DecisionTreeOptions | EstimationEffortAgile | FacilitationOptionsDecision | EstimationEffortRisk |