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| Criterion |  Facilitation Six Thinking Hats |  Decision Making Decision Tree |  Decision Making RAPID |  Decision Making DACI |
|---|---|---|---|---|
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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 30-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 4-12 | 1-6 | 3-12 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Decision Tree, Option Map, Assumption List | RAPID Role Map, Recommendation, Decision Log | DACI Matrix, Decision Owner, Decision Log |
Tags1 shared | FacilitationOptionsDecision | DecisionTreeOptions | DecisionRolesGovernance | DecisionRolesGovernanceAlignment |