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| Criterion |  Facilitation Timeline |  Decision Making Assumption Surfacing |  Facilitation Six Thinking Hats |  Decision Making Decision Tree |
|---|---|---|---|---|
Purposedifferent | When a project, incident, or change process is only remembered in fragments, Timeline brings the sequence back into a readable form. It makes turning points, precursors, and after-effects recognizable over the course of time. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-90 min | 45-90 min | 45-90 min | 30-90 min |
Participantsdifferent | 2-12 | 2-8 | 4-12 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Timeline, Milestones, Insight Notes | Assumption List, Critical Assumptions, Learning Plan | Perspective Notes, Decision Inputs, Action Items | Decision Tree, Option Map, Assumption List |
Tagsno overlap | TimelineFacilitationSequence | AssumptionsRiskDecisionDiscovery | FacilitationOptionsDecision | DecisionTreeOptions |