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| Criterion |  Decision Making Decision Tree |  Operations Time Blocking |  Facilitation Consensus Workshop |  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. | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 30-90 min | 15-30 min Planung, laufend | 1-3 h | 45-90 min |
Participantsdifferent | 1-6 | 1 | 5-30 | 4-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Blocked Calendar, Capacity View, Focus Plan | Consensus Clusters, Theme Titles, Priority Areas | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | DecisionTreeOptions | PlanningTime managementFocus | FacilitationConsensusWorkshopAlignment | FacilitationOptionsDecision |