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| Criterion |  Facilitation Six Thinking Hats |  Innovation Design Thinking |  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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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 |
Timedifferent | 45-90 min | 1 Tag bis mehrere Wochen | 30-60 min |
Participantsdifferent | 4-12 | 4-10 | 2-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Problem Statement, Prototype, Test Learnings | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | FacilitationOptionsDecision | InnovationPrototypeResearch | StakeholdersFacilitationAlignmentPlanning |
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