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| Criterion |  Decision Making Decision Tree |  Facilitation Six Thinking Hats |  Decision Making OODA Loop |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 30-90 min | 45-90 min | 15-60 min je Zyklus | 1-2 h |
Participantsdifferent | 1-6 | 4-12 | 1-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Perspective Notes, Decision Inputs, Action Items | Situation Assessment, Decision Loop, Action Updates | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | DecisionTreeOptions | FacilitationOptionsDecision | DecisionChangeLearningStrategy | AlignmentStakeholdersStrategyFacilitation |