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| Criterion |  Decision Making Decision Tree |  Facilitation Six Thinking Hats |  Facilitation Storytelling |  Delivery Communication Plan |
|---|---|---|---|---|
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 an insight needs to have an effect, storytelling translates dry facts into a comprehensible development. It combines context, tension, and consequence into a form that people remember and pass on more easily. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 30-90 min | 45-90 min | 45-120 min | 45-90 min |
Participantsdifferent | 1-6 | 4-12 | 1-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Perspective Notes, Decision Inputs, Action Items | Narrative Outline, Key Message, Story Arc | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | DecisionTreeOptions | FacilitationOptionsDecision | CommunicationNarrativeStakeholdersFacilitation | CommunicationStakeholdersDeliveryPlanning |