View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Business Strategy TOWS Matrix |  Facilitation Alignment Mapping |  Decision Making Decision Rights Mapping |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
Purposedifferent | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h | 1-2 h | 90-180 min | 45-90 min |
Participantsdifferent | 3-10 | 4-12 | 4-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | TOWS Matrix, Strategic Options, Priority Actions | Alignment Map, Open Issues, Decision Questions | Decision Rights Matrix, Agreement | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | StrategyAnalysisOptions | AlignmentStakeholdersStrategyFacilitation | DecisionGovernanceAlignmentResponsibility | FacilitationOptionsDecision |