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| Criterion |  Facilitation Six Thinking Hats |  Product Discovery Outcome-Driven Innovation |  Facilitation Consensus Workshop |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 45-90 min | Mehrere Wochen | 1-3 h | 30-90 min |
Participantsdifferent | 4-12 | 2-6 researchers plus sample | 5-30 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Consensus Clusters, Theme Titles, Priority Areas | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | FacilitationOptionsDecision | OutcomesInnovationResearchQuantitative | FacilitationConsensusWorkshopAlignment | ConstraintsDecisionPlanningOptions |