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| Criterion |  Facilitation Timeline |  Decision Making Pre-Mortem |  Decision Making Decision Tree |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-90 min | 20–45 min | 30-90 min | 45-90 min |
Participantsdifferent | 2-12 | Small cross-functional group | 1-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Timeline, Milestones, Insight Notes | Risk list, Mitigation plan, Assumption log | Decision Tree, Option Map, Assumption List | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | TimelineFacilitationSequence | RiskDecisionFailurePlanning | DecisionTreeOptions | FacilitationOptionsDecision |