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| Criterion |  Business Strategy Balanced Scorecard |  Decision Making Decision Tree |  Decision Making OODA Loop |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | High | Medium | Medium | High |
Timedifferent | Halber Tag bis mehrere Wochen | 30-90 min | 15-60 min je Zyklus | 1-4 Wochen |
Participantsdifferent | 4-12 | 1-6 | 1-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Decision Tree, Option Map, Assumption List | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | StrategyMetricsExecution | DecisionTreeOptions | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy |