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| Criterion |  Facilitation Six Thinking Hats |  Knowledge Modeling Concept Mapping |  Decision Making Decision Tree |  Decision Making Argument Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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 statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | 1-2 h | 30-90 min | 1-3 h |
Participantsdifferent | 4-12 | 1-8 | 1-6 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Concept Map, Relationship Labels, Knowledge Gaps | Decision Tree, Option Map, Assumption List | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | FacilitationOptionsDecision | KnowledgeConceptsMappingSensemaking | DecisionTreeOptions | SensemakingDecisionRationale |