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| Criterion |  Facilitation Six Thinking Hats |  Decision Making Decision Tree |  Decision Making Assumption Surfacing |  Facilitation Decision Jam |
|---|---|---|---|---|
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. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 45-90 min | 30-90 min | 45-90 min | 60-90 min |
Participantsdifferent | 4-12 | 1-6 | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Decision Tree, Option Map, Assumption List | Assumption List, Critical Assumptions, Learning Plan | Problem Cluster, Prioritized Challenge, Experiment |
Tags1 shared | FacilitationOptionsDecision | DecisionTreeOptions | AssumptionsRiskDecisionDiscovery | FacilitationDecisionProblem solvingWorkshop |