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| Criterion |  Facilitation Six Thinking Hats |  Knowledge Modeling IBIS |  Facilitation Barcamp |  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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | When many people can contribute knowledge and the flow should stay open, Barcamp provides a framework for self-organized sessions. The format channels energy without defining the content too narrowly in advance. | 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 | Halber Tag bis 2 Tage | 30-90 min |
Participantsdifferent | 4-12 | 2-8 | 15-200 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Issue Map, Positions, Argument Notes | Session Board, Session Notes, Community Learnings | Decision Tree, Option Map, Assumption List |
Tagsno overlap | FacilitationOptionsDecision | RationaleKnowledgeDecision | FacilitationLarge groupLearning | DecisionTreeOptions |