View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Decision Making Decision Tree |  Facilitation Six Thinking Hats |  Engineering Failure Scenario Analysis |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 30-90 min | 45-90 min | 1-3 h | 45-90 min |
Participantsdifferent | 1-6 | 4-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Perspective Notes, Decision Inputs, Action Items | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DecisionTreeOptions | FacilitationOptionsDecision | FailureResilienceRisk | AssumptionsRiskDecisionDiscovery |