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| Criterion |  Facilitation Six Thinking Hats |  Facilitation Dot Estimation |  Decision Making Assumption Surfacing |  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 size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | 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. | 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 | Low | Low | Medium |
Timedifferent | 45-90 min | 5-20 min | 45-90 min | 30-90 min |
Participantsdifferent | 4-12 | 3-20 | 2-8 | 1-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Effort Heatmap, Risk Signals, Discussion Targets | Assumption List, Critical Assumptions, Learning Plan | Decision Tree, Option Map, Assumption List |
Tagsno overlap | FacilitationOptionsDecision | EstimationEffortRisk | AssumptionsRiskDecisionDiscovery | DecisionTreeOptions |