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| Criterion |  Decision Making Decision Tree |  Systems Thinking Rich Picture |  Systems Thinking CATWOE Analysis |  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. | A Rich Picture brings an unclear situation onto a shared drawing. It captures actors, tensions, information flows, and blind spots before the team jumps to solutions too early. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | 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 | 45-90 min | 45-90 min |
Participantsdifferent | 1-6 | 2-10 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Rich Picture, Problem Framing Notes | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | DecisionTreeOptions | Systems thinkingSoft systemsFramingVisualization | Systems thinkingFramingStakeholders | FacilitationOptionsDecision |