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| Criterion |  Facilitation Six Thinking Hats |  Operations RACI Matrix |  Decision Making Decision Rights Mapping |
|---|---|---|---|
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 unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | 45-90 min | 45-90 min | 90-180 min |
Participantsdifferent | 4-12 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | RACI Matrix, Responsibility Map, Decision Notes | Decision Rights Matrix, Agreement |
Tagsno overlap | FacilitationOptionsDecision | RolesResponsibilityGovernanceOperations | DecisionGovernanceAlignmentResponsibility |
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