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| Criterion |  Facilitation Six Thinking Hats |  Decision Making Force Field Analysis |  Decision Making Constraint Analysis |  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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. | 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 | 45-90 min | 30-90 min | 30-90 min |
Participantsdifferent | 4-12 | 3-12 | 2-8 | 1-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Force Field Map, Change Levers, Risk Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Tree, Option Map, Assumption List |
Tags1 shared | FacilitationOptionsDecision | ChangeDecisionStrategy | ConstraintsDecisionPlanningOptions | DecisionTreeOptions |