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| Criterion |  Knowledge Modeling Feynman Technique |  Decision Making Decision Tree |  Facilitation Stakeholder Mapping |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
Purposedifferent | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | Low | Medium | Low | Medium |
Timedifferent | 20-60 min | 30-90 min | 60–90 min | 45-90 min |
Participantsdifferent | 1 | 1-6 | 2-8 | 4-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Decision Tree, Option Map, Assumption List | Stakeholder Map, Engagement Plan, Risk Notes | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | LearningKnowledgeUnderstanding | DecisionTreeOptions | StakeholdersAlignmentFacilitationChange | FacilitationOptionsDecision |