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| Criterion |  Decision Making Decision Tree |  Decision Making Risk Matrix |  Facilitation Six Thinking Hats |  Facilitation Decision Jam |
|---|---|---|---|---|
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 project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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 decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 30-90 min | 30-60 min | 45-90 min | 60-90 min |
Participantsdifferent | 1-6 | 3-10 | 4-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Risk Matrix, Top Risk List | Perspective Notes, Decision Inputs, Action Items | Problem Cluster, Prioritized Challenge, Experiment |
Tags1 shared | DecisionTreeOptions | RiskDecisionPrioritizationAssessment | FacilitationOptionsDecision | FacilitationDecisionProblem solvingWorkshop |