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| Criterion |  Facilitation Six Thinking Hats |  Decision Making RAPID |  Facilitation Decision Jam |  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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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. | 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 | Medium | Low | Medium |
Timedifferent | 45-90 min | 45-90 min | 60-90 min | 90-180 min |
Participantsdifferent | 4-12 | 3-12 | 4-10 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | RAPID Role Map, Recommendation, Decision Log | Problem Cluster, Prioritized Challenge, Experiment | Decision Rights Matrix, Agreement |
Tags1 shared | FacilitationOptionsDecision | DecisionRolesGovernance | FacilitationDecisionProblem solvingWorkshop | DecisionGovernanceAlignmentResponsibility |