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| Criterion |  Decision Making Decision Tree |  Architecture Risk Storming |  Facilitation Decision Jam |  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. | Helps clarify architecture context, options, and consequences in concrete terms. It organizes technical context, alternatives, and consequences. The result is captured as an Annotated Diagram, a Prioritized Risk List, and an Action Backlog. | 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. | 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 | Low | Medium |
Timedifferent | 30-90 min | 60-90 min | 60-90 min | 45-90 min |
Participantsdifferent | 1-6 | 4-12 | 4-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Annotated Diagram, Prioritized Risk List, Action Backlog | Problem Cluster, Prioritized Challenge, Experiment | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | DecisionTreeOptions | RiskArchitectureWorkshopValidation | FacilitationDecisionProblem solvingWorkshop | FacilitationOptionsDecision |