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| Criterion |  Agile Ideal Days |  Facilitation Six Thinking Hats |  Facilitation Dot Estimation |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | 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. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 15-60 min | 45-90 min | 5-20 min | 45-90 min |
Participantsdifferent | 2-9 | 4-12 | 3-20 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Perspective Notes, Decision Inputs, Action Items | Effort Heatmap, Risk Signals, Discussion Targets | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | EstimationEffortAgile | FacilitationOptionsDecision | EstimationEffortRisk | AssumptionsRiskDecisionDiscovery |