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| Criterion |  Business Strategy GAP Analysis |  Facilitation Six Thinking Hats |  Decision Making Decision Tree |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 45-90 min | 30-90 min | 1-2 h |
Participantsdifferent | 2-8 | 4-12 | 1-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Perspective Notes, Decision Inputs, Action Items | Decision Tree, Option Map, Assumption List | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StrategyAnalysisPlanning | FacilitationOptionsDecision | DecisionTreeOptions | AlignmentStakeholdersStrategyFacilitation |