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| Criterion |  Decision Making Decision Tree |  Operations Kepner-Tregoe |  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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 | 2-8 h | 60-90 min | 45-90 min |
Participantsdifferent | 1-6 | 2-8 | 4-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Problem Analysis, Decision Analysis, Risk Plan | Problem Cluster, Prioritized Challenge, Experiment | Perspective Notes, Decision Inputs, Action Items |
Tags1 shared | DecisionTreeOptions | Problem solvingRoot causeDecisionOperations | FacilitationDecisionProblem solvingWorkshop | FacilitationOptionsDecision |