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| Criterion |  Decision Making Constraint Analysis |  Business Strategy Balanced Scorecard |  Decision Making Pre-Mortem |  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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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 | Low | Medium |
Timedifferent | 30-90 min | Halber Tag bis mehrere Wochen | 20–45 min | 30-90 min |
Participantsdifferent | 2-8 | 4-12 | Small cross-functional group | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Balanced Scorecard, Strategic Measures, Initiative Map | Risk list, Mitigation plan, Assumption log | Decision Tree, Option Map, Assumption List |
Tagsno overlap | ConstraintsDecisionPlanningOptions | StrategyMetricsExecution | RiskDecisionFailurePlanning | DecisionTreeOptions |