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| Criterion |  Decision Making Decision Tree |  Team Design Team API |  Facilitation Six Thinking Hats |  Facilitation Consensus Workshop |
|---|---|---|---|---|
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 expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. | 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 group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 30-90 min | Half day initial, dann laufend | 45-90 min | 1-3 h |
Participantsdifferent | 1-6 | Ein Team plus Stakeholder | 4-12 | 5-30 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Team API Document | Perspective Notes, Decision Inputs, Action Items | Consensus Clusters, Theme Titles, Priority Areas |
Tagsno overlap | DecisionTreeOptions | TeamAlignmentCommunicationService | FacilitationOptionsDecision | FacilitationConsensusWorkshopAlignment |