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| Criterion |  Operations Accountability Ladder |  Business Strategy TOWS Matrix |  Decision Making Decision Tree |  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. | 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. | 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 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 | Medium | Medium | High |
Timedifferent | 20-45 min | 1-2 h | 30-90 min | 1-4 Wochen |
Participantsdifferent | 1-8 | 3-10 | 1-6 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | TOWS Matrix, Strategic Options, Priority Actions | Decision Tree, Option Map, Assumption List | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | ResponsibilityLeadershipTeam | StrategyAnalysisOptions | DecisionTreeOptions | ForecastingExpertsDecisionStrategy |