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| Criterion |  Operations Accountability Ladder |  Decision Making Force Field Analysis |  Decision Making Decision Matrix |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Low | Low | Medium | High |
Timedifferent | 20-45 min | 45-90 min | 45-90 min | 1-4 Wochen |
Participantsdifferent | 1-8 | 3-12 | 2-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Force Field Map, Change Levers, Risk Notes | Decision Matrix, Scoring Rationale, Selected Option | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | ResponsibilityLeadershipTeam | ChangeDecisionStrategy | DecisionCriteriaScoringTradeoffs | ForecastingExpertsDecisionStrategy |