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| Criterion |  Decision Making Decision Tree |  Delivery MoSCoW |  Facilitation Nominal Group Technique |  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 loud voices could dominate a round, Nominal Group Technique protects individual thinking time from group effects. It collects ideas separately first and only then enables shared weighting. | 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 | 60-120 min | 45-90 min |
Participantsdifferent | 1-6 | 3-12 | 5-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Prioritized Backlog, Release Scope, Tradeoff Notes | Ranked Ideas, Clarified Options, Group Priority | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | DecisionTreeOptions | PrioritizationScopeDecision | FacilitationPrioritizationVotingInclusion | FacilitationOptionsDecision |