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| Criterion |  Business Strategy TOWS Matrix |  Decision Making Decision Matrix |  Facilitation Six Thinking Hats |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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 options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h | 45-90 min | 45-90 min | 1-2 h |
Participantsdifferent | 3-10 | 2-8 | 4-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | TOWS Matrix, Strategic Options, Priority Actions | Decision Matrix, Scoring Rationale, Selected Option | Perspective Notes, Decision Inputs, Action Items | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StrategyAnalysisOptions | DecisionCriteriaScoringTradeoffs | FacilitationOptionsDecision | AlignmentStakeholdersStrategyFacilitation |