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| Criterion |  Agile Ideal Days |  Decision Making Decision Tree |  Facilitation Decision Jam |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
Purposedifferent | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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 a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | 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 | 15-60 min | 30-90 min | 60-90 min | 45-90 min |
Participantsdifferent | 2-9 | 1-6 | 4-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Decision Tree, Option Map, Assumption List | Problem Cluster, Prioritized Challenge, Experiment | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | EstimationEffortAgile | DecisionTreeOptions | FacilitationDecisionProblem solvingWorkshop | FacilitationOptionsDecision |