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| Criterion |  Decision Making Decision Tree |  Facilitation Six Thinking Hats |  Decision Making Delphi Method |  Product Strategy DIBB |
|---|---|---|---|---|
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 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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 30-90 min | 45-90 min | 1-4 Wochen | 1-2 h |
Participantsdifferent | 1-6 | 4-12 | 6-30 Experten | 2-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Perspective Notes, Decision Inputs, Action Items | Expert Forecast, Consensus Range, Assumption Notes | DIBB document, Belief list, Bet list, Learning report |
Tags1 shared | DecisionTreeOptions | FacilitationOptionsDecision | ForecastingExpertsDecisionStrategy | StrategyDecisionAssumptionsHypothesis |