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| Criterion |  Decision Making Decision Tree |  Delivery Value Stream Mapping |  Engineering Kanban |  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 delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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 | 1-3 h | Ongoing | 45-90 min |
Participantsdifferent | 1-6 | 4-10 | 2-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | DecisionTreeOptions | LeanFlowWasteDelivery | FlowVisual managementDelivery | FacilitationOptionsDecision |