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| Criterion |  Decision Making Pre-Mortem |  Decision Making Decision Tree |  Facilitation Stakeholder Mapping |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
Purposedifferent | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | 20–45 min | 30-90 min | 60–90 min | 45-90 min |
Participantsdifferent | Small cross-functional group | 1-6 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Decision Tree, Option Map, Assumption List | Stakeholder Map, Engagement Plan, Risk Notes | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | RiskDecisionFailurePlanning | DecisionTreeOptions | StakeholdersAlignmentFacilitationChange | FacilitationOptionsDecision |