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| Criterion |  Decision Making Decision Tree |  Product Strategy KPI Tree |  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 metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 30-90 min | 90-180 min initial, dann laufend | 1-2 h | 45-90 min |
Participantsdifferent | 1-6 | 3-8 | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | KPI Tree, Owner List | Alignment Map, Open Issues, Decision Questions | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | DecisionTreeOptions | MetricsStrategyAlignmentMeasurement | AlignmentStakeholdersStrategyFacilitation | FacilitationOptionsDecision |