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| Criterion |  Facilitation Six Thinking Hats |  Operations Getting Things Done |  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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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 | Medium | Low | Medium |
Timedifferent | 45-90 min | 1-2 h Setup, laufend | 30-90 min | 30-90 min |
Participantsdifferent | 4-12 | 1 | 2-8 | 1-6 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Action Lists, Project List, Review Routine | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Tree, Option Map, Assumption List |
Tagsno overlap | FacilitationOptionsDecision | ProductivityPlanningTasksExecution | ConstraintsDecisionPlanningOptions | DecisionTreeOptions |