View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Decision Making Radar |  Facilitation Six Thinking Hats |  Decision Making Risk Matrix |  Operations ABC 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. | 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 a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 h | 45-90 min | 30-60 min | 30-60 min |
Participantsdifferent | 2-10 | 4-12 | 3-10 | 1-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Perspective Notes, Decision Inputs, Action Items | Risk Matrix, Top Risk List | ABC Classification, Focus Rules, Control List |
Tagsno overlap | AssessmentPortfolioCapability | FacilitationOptionsDecision | RiskDecisionPrioritizationAssessment | PrioritizationOperationsPortfolio |