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| Criterion |  Facilitation Six Thinking Hats |  Business Strategy GAP Analysis |  Business Strategy TOWS Matrix |  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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | 1-3 h | 1-2 h | 30-90 min |
Participantsdifferent | 4-12 | 2-8 | 3-10 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Gap Matrix, Action Plan, Risk Notes | TOWS Matrix, Strategic Options, Priority Actions | Decision Tree, Option Map, Assumption List |
Tagsno overlap | FacilitationOptionsDecision | StrategyAnalysisPlanning | StrategyAnalysisOptions | DecisionTreeOptions |