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| Criterion |  Decision Making Decision Tree |  Architecture Views and Beyond |  Facilitation Power Interest Grid |  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. | Views and Beyond organizes architecture into several views so no single diagram has to do everything at once. This makes it possible to choose the representation that fits the stakeholder's question. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 | Medium | Low | Medium |
Timedifferent | 30-90 min | 1-3 Tage | 30-60 min | 45-90 min |
Participantsdifferent | 1-6 | 1-4 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Architecture Views, Cross-view Notes, Rationale | Power Interest Grid, Strategy per Stakeholder | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | DecisionTreeOptions | DocumentationStakeholdersArchitecture | StakeholdersFacilitationAlignmentPlanning | FacilitationOptionsDecision |