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| Criterion |  Decision Making Risk Matrix |  Facilitation Nominal Group Technique |  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 loud voices could dominate a round, Nominal Group Technique protects individual thinking time from group effects. It collects ideas separately first and only then enables shared weighting. | 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 | Medium | Low | Medium |
Timedifferent | 30-60 min | 60-120 min | 30-90 min | 45-90 min |
Participantsdifferent | 3-10 | 5-12 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Ranked Ideas, Clarified Options, Group Priority | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | RiskDecisionPrioritizationAssessment | FacilitationPrioritizationVotingInclusion | ConstraintsDecisionPlanningOptions | FacilitationOptionsDecision |