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| Criterion |  Decision Making Radar |  Decision Making Decision Tree |  Facilitation Six Thinking Hats |  Decision Making Trade-off Analysis |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | 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 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h | 30-90 min | 45-90 min | 45-120 min |
Participantsdifferent | 2-10 | 1-6 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Decision Tree, Option Map, Assumption List | Perspective Notes, Decision Inputs, Action Items | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides |
Tagsno overlap | AssessmentPortfolioCapability | DecisionTreeOptions | FacilitationOptionsDecision | TradeoffsDecisionCriteriaOptions |