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| Criterion |  Decision Making Constraint Analysis |  Business Strategy Balanced Scorecard |  Facilitation Alignment Mapping |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 30-90 min | Halber Tag bis mehrere Wochen | 1-2 h | 45-90 min |
Participantsdifferent | 2-8 | 4-12 | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Balanced Scorecard, Strategic Measures, Initiative Map | Alignment Map, Open Issues, Decision Questions | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | ConstraintsDecisionPlanningOptions | StrategyMetricsExecution | AlignmentStakeholdersStrategyFacilitation | FacilitationOptionsDecision |