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| Criterion |  Delivery MoSCoW |  Facilitation Six Thinking Hats |  Decision Making Decision Tree |  Facilitation Dot Voting |
|---|---|---|---|---|
Purposedifferent | When a release carries too many demands and priorities are only ever negotiated, MoSCoW creates clear boundaries for the next cut. Must, Should, Could, and Won't make commitment, room for maneuver, and trade-off logic visible to everyone involved. | 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 workshop has produced too many options and the group needs to condense quickly, dot voting makes preferences visible in a short time. It bundles individual votes into a solid signal for the next selection. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-90 min | 45-90 min | 30-90 min | 5-15 min |
Participantsdifferent | 3-12 | 4-12 | 1-6 | 3-20 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Prioritized Backlog, Release Scope, Tradeoff Notes | Perspective Notes, Decision Inputs, Action Items | Decision Tree, Option Map, Assumption List | Ranked list, Consensus signal, Shortlist |
Tagsno overlap | PrioritizationScopeDecision | FacilitationOptionsDecision | DecisionTreeOptions | FacilitationVotingConsensusPrioritization |