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| Criterion |  Facilitation Six Thinking Hats |  Decision Making Risk Matrix |  Decision Making Pre-Mortem |  Delivery Cost of Delay |
|---|---|---|---|---|
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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 45-90 min | 30-60 min | 20–45 min | 90-180 min |
Participantsdifferent | 4-12 | 3-10 | Small cross-functional group | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Risk Matrix, Top Risk List | Risk list, Mitigation plan, Assumption log | CoD Table, Prioritization Sequence |
Tags1 shared | FacilitationOptionsDecision | RiskDecisionPrioritizationAssessment | RiskDecisionFailurePlanning | PrioritizationDeliveryEconomicsDecision |