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| Criterion |  Decision Making Argument Mapping |  Business Strategy Balanced Scorecard |  Facilitation Stakeholder Mapping |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 1-3 h | Halber Tag bis mehrere Wochen | 60–90 min | 90-180 min initial, dann laufend |
Participantsdifferent | 1-8 | 4-12 | 2-8 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Balanced Scorecard, Strategic Measures, Initiative Map | Stakeholder Map, Engagement Plan, Risk Notes | KPI Tree, Owner List |
Tagsno overlap | SensemakingDecisionRationale | StrategyMetricsExecution | StakeholdersAlignmentFacilitationChange | MetricsStrategyAlignmentMeasurement |