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| Criterion |  Facilitation Six Thinking Hats |  Decision Making Decision Tree |  Facilitation Nominal Group Technique |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 30-90 min | 60-120 min | 30-90 min |
Participantsdifferent | 4-12 | 1-6 | 5-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Decision Tree, Option Map, Assumption List | Ranked Ideas, Clarified Options, Group Priority | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | FacilitationOptionsDecision | DecisionTreeOptions | FacilitationPrioritizationVotingInclusion | ConstraintsDecisionPlanningOptions |