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| Criterion |  Product Discovery Working Backwards |  Decision Making Decision Tree |  Facilitation Six Thinking Hats |  Facilitation Consensus Workshop |
|---|---|---|---|---|
Purposedifferent | When the target state and benefit need to be clear first, it thinks backward from the desired outcome into the product logic. It sharpens vision, objections, and value proposition before elaboration. | 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. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 30-90 min | 45-90 min | 1-3 h |
Participantsdifferent | 2-6 | 1-6 | 4-12 | 5-30 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Decision Tree, Option Map, Assumption List | Perspective Notes, Decision Inputs, Action Items | Consensus Clusters, Theme Titles, Priority Areas |
Tagsno overlap | VisionNarrativeAlignment | DecisionTreeOptions | FacilitationOptionsDecision | FacilitationConsensusWorkshopAlignment |