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| Criterion |  Facilitation Six Thinking Hats |  Innovation Design Sprint |  Decision Making Decision Tree |
|---|---|---|---|
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. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | 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. |
Complexitydifferent | Medium | High | Medium |
Timedifferent | 45-90 min | 4-5 Tage | 30-90 min |
Participantsdifferent | 4-12 | 5-8 | 1-6 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Prototype, Test Findings, Decision Rationale | Decision Tree, Option Map, Assumption List |
Tagsno overlap | FacilitationOptionsDecision | Design sprintPrototypeValidationInnovation | DecisionTreeOptions |
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