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| Criterion |  Decision Making Decision Tree |  Facilitation Six Thinking Hats |  Decision Making Risk Matrix |  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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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 | Low | Low |
Timedifferent | 30-90 min | 45-90 min | 30-60 min | 60-90 min |
Participantsdifferent | 1-6 | 4-12 | 3-10 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Perspective Notes, Decision Inputs, Action Items | Risk Matrix, Top Risk List | Problem Cluster, Prioritized Challenge, Experiment |
Tags1 shared | DecisionTreeOptions | FacilitationOptionsDecision | RiskDecisionPrioritizationAssessment | FacilitationDecisionProblem solvingWorkshop |