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| Criterion |  Decision Making Decision Tree |  Facilitation Six Thinking Hats |  Knowledge Modeling IBIS |  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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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 | 1-3 h | 60-90 min |
Participantsdifferent | 1-6 | 4-12 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Perspective Notes, Decision Inputs, Action Items | Issue Map, Positions, Argument Notes | Problem Cluster, Prioritized Challenge, Experiment |
Tags1 shared | DecisionTreeOptions | FacilitationOptionsDecision | RationaleKnowledgeDecision | FacilitationDecisionProblem solvingWorkshop |