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| Criterion |  Decision Making Decision Tree |  Product Strategy OKRs |  Facilitation Six Thinking Hats |  Facilitation Consensus Workshop |
|---|---|---|---|---|
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 strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | 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 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 30-90 min | 1-2 h Setup | 45-90 min | 1-3 h |
Participantsdifferent | 1-6 | 2-20 | 4-12 | 5-30 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | OKR set, Measurement plan, Review cadence | Perspective Notes, Decision Inputs, Action Items | Consensus Clusters, Theme Titles, Priority Areas |
Tagsno overlap | DecisionTreeOptions | GoalsAlignmentOutcomesMeasurement | FacilitationOptionsDecision | FacilitationConsensusWorkshopAlignment |