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| Criterion |  Product Discovery Jobs to Be Done |  Facilitation Six Thinking Hats |  Decision Making Decision Tree |  Facilitation Decision Jam |
|---|---|---|---|---|
Purposedifferent | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | 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 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 Wochen | 45-90 min | 30-90 min | 60-90 min |
Participantsdifferent | 5-12 Interviews | 4-12 | 1-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Perspective Notes, Decision Inputs, Action Items | Decision Tree, Option Map, Assumption List | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | CustomerOutcomesNeeds | FacilitationOptionsDecision | DecisionTreeOptions | FacilitationDecisionProblem solvingWorkshop |