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| Criterion |  Decision Making Decision Tree |  Delivery MoSCoW |  Facilitation Consensus Workshop |  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 a release carries too many demands and priorities are only ever negotiated, MoSCoW creates clear boundaries for the next cut. Must, Should, Could, and Won't make commitment, room for maneuver, and trade-off logic visible to everyone involved. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | 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 | 30-90 min | 1-3 h | 45-90 min |
Participantsdifferent | 1-6 | 3-12 | 5-30 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Prioritized Backlog, Release Scope, Tradeoff Notes | Consensus Clusters, Theme Titles, Priority Areas | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | DecisionTreeOptions | PrioritizationScopeDecision | FacilitationConsensusWorkshopAlignment | FacilitationOptionsDecision |