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| Criterion |  Decision Making Constraint Analysis |  Business Strategy Balanced Scorecard |  Decision Making Delphi Method |  Decision Making Decision Tree |
|---|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 30-90 min | Halber Tag bis mehrere Wochen | 1-4 Wochen | 30-90 min |
Participantsdifferent | 2-8 | 4-12 | 6-30 Experten | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Balanced Scorecard, Strategic Measures, Initiative Map | Expert Forecast, Consensus Range, Assumption Notes | Decision Tree, Option Map, Assumption List |
Tagsno overlap | ConstraintsDecisionPlanningOptions | StrategyMetricsExecution | ForecastingExpertsDecisionStrategy | DecisionTreeOptions |