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| Criterion |  Facilitation Six Thinking Hats |  Decision Making Risk Matrix |  Facilitation Consensus Workshop |  Facilitation Dot Voting |
|---|---|---|---|---|
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 project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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 a workshop has produced too many options and the group needs to condense quickly, dot voting makes preferences visible in a short time. It bundles individual votes into a solid signal for the next selection. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 45-90 min | 30-60 min | 1-3 h | 5-15 min |
Participantsdifferent | 4-12 | 3-10 | 5-30 | 3-20 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Risk Matrix, Top Risk List | Consensus Clusters, Theme Titles, Priority Areas | Ranked list, Consensus signal, Shortlist |
Tagsno overlap | FacilitationOptionsDecision | RiskDecisionPrioritizationAssessment | FacilitationConsensusWorkshopAlignment | FacilitationVotingConsensusPrioritization |