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| Criterion |  Decision Making Risk Matrix |  Facilitation Dot Voting |  Decision Making Constraint Analysis |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
Purposedifferent | 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. | 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 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. | 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 | Low | Low | Medium |
Timedifferent | 30-60 min | 5-15 min | 30-90 min | 45-90 min |
Participantsdifferent | 3-10 | 3-20 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Ranked list, Consensus signal, Shortlist | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | RiskDecisionPrioritizationAssessment | FacilitationVotingConsensusPrioritization | ConstraintsDecisionPlanningOptions | FacilitationOptionsDecision |