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| Criterion |  Business Strategy Balanced Scorecard |  Decision Making Option Framing |  Decision Making Decision Tree |  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. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | 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 | High | Medium | Medium | High |
Timedifferent | Halber Tag bis mehrere Wochen | 45-120 min | 30-90 min | 1-4 Wochen |
Participantsdifferent | 4-12 | 3-8 | 1-6 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Decision Tree, Option Map, Assumption List | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | StrategyMetricsExecution | OptionsDecision framingStrategyComparison | DecisionTreeOptions | ForecastingExpertsDecisionStrategy |