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| Criterion |  Decision Making Decision Tree |  Facilitation Six Thinking Hats |  Operations Getting Things Done |  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 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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 | Medium | Medium | Low |
Timedifferent | 30-90 min | 45-90 min | 1-2 h Setup, laufend | 60-90 min |
Participantsdifferent | 1-6 | 4-12 | 1 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Perspective Notes, Decision Inputs, Action Items | Action Lists, Project List, Review Routine | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | DecisionTreeOptions | FacilitationOptionsDecision | ProductivityPlanningTasksExecution | FacilitationDecisionProblem solvingWorkshop |