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| Criterion |  Facilitation Six Thinking Hats |  Product Strategy Impact Mapping |  Decision Making Delphi Method |  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. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | High | Medium |
Timedifferent | 45-90 min | 45-90 min | 1-4 Wochen | 30-90 min |
Participantsdifferent | 4-12 | 3-8 | 6-30 Experten | 1-6 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Impact Map, Outcome Hypotheses, Delivery Options | Expert Forecast, Consensus Range, Assumption Notes | Decision Tree, Option Map, Assumption List |
Tagsno overlap | FacilitationOptionsDecision | OutcomesStrategyBehaviorPlanning | ForecastingExpertsDecisionStrategy | DecisionTreeOptions |