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| Criterion |  Facilitation Six Thinking Hats |  Delivery Cost of Delay |  Delivery Communication Plan |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 45-90 min | 90-180 min | 45-90 min | 30-60 min |
Participantsdifferent | 4-12 | 3-8 | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | CoD Table, Prioritization Sequence | Communication Plan, Channel Matrix, Message Cadence | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | FacilitationOptionsDecision | PrioritizationDeliveryEconomicsDecision | CommunicationStakeholdersDeliveryPlanning | StakeholdersFacilitationAlignmentPlanning |