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| Criterion |  Business Strategy Balanced Scorecard |  Decision Making Force Field Analysis |  Decision Making DACI |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 45-90 min | 30-60 min | 90-180 min |
Participantsdifferent | 4-12 | 3-12 | 2-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Force Field Map, Change Levers, Risk Notes | DACI Matrix, Decision Owner, Decision Log | Decision Rights Matrix, Agreement |
Tagsno overlap | StrategyMetricsExecution | ChangeDecisionStrategy | DecisionRolesGovernanceAlignment | DecisionGovernanceAlignmentResponsibility |