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| Criterion |  Innovation Double Diamond |  Facilitation Six Thinking Hats |  Decision Making Pre-Mortem |  Decision Making Decision Tree |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | Wochen bis Monate | 45-90 min | 20–45 min | 30-90 min |
Participantsdifferent | 3-12 | 4-12 | Small cross-functional group | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Perspective Notes, Decision Inputs, Action Items | Risk list, Mitigation plan, Assumption log | Decision Tree, Option Map, Assumption List |
Tagsno overlap | ProcessDivergenceInnovation | FacilitationOptionsDecision | RiskDecisionFailurePlanning | DecisionTreeOptions |