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| Criterion |  Facilitation Six Thinking Hats |  Product Strategy Impact Mapping |  Decision Making Decision Tree |  Facilitation Decision Jam |
|---|---|---|---|---|
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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 45-90 min | 30-90 min | 60-90 min |
Participantsdifferent | 4-12 | 3-8 | 1-6 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Impact Map, Outcome Hypotheses, Delivery Options | Decision Tree, Option Map, Assumption List | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | FacilitationOptionsDecision | OutcomesStrategyBehaviorPlanning | DecisionTreeOptions | FacilitationDecisionProblem solvingWorkshop |