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| Criterion |  Decision Making Decision Tree |  Facilitation Stakeholder Salience Model |  Decision Making Decision Rights Mapping |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 30-90 min | 60-90 min | 90-180 min | 45-90 min |
Participantsdifferent | 1-6 | 3-6 | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Salience Diagram, Strategy per Class | Decision Rights Matrix, Agreement | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | DecisionTreeOptions | StakeholdersFacilitationAlignmentGovernance | DecisionGovernanceAlignmentResponsibility | FacilitationOptionsDecision |