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| Criterion |  Decision Making Pre-Mortem |  Facilitation Dot Voting |  Facilitation Six Thinking Hats |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | 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. | 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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 20–45 min | 5-15 min | 45-90 min | 30-90 min |
Participantsdifferent | Small cross-functional group | 3-20 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Ranked list, Consensus signal, Shortlist | Perspective Notes, Decision Inputs, Action Items | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | RiskDecisionFailurePlanning | FacilitationVotingConsensusPrioritization | FacilitationOptionsDecision | ConstraintsDecisionPlanningOptions |