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| Criterion |  Decision Making Decision Matrix |  Business Strategy Balanced Scorecard |  Decision Making Trade-off Analysis |  Decision Making Decision Tree |
|---|---|---|---|---|
Purposedifferent | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | 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 | Medium | High | Medium | Medium |
Timedifferent | 45-90 min | Halber Tag bis mehrere Wochen | 45-120 min | 30-90 min |
Participantsdifferent | 2-8 | 4-12 | 2-8 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Balanced Scorecard, Strategic Measures, Initiative Map | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Decision Tree, Option Map, Assumption List |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | StrategyMetricsExecution | TradeoffsDecisionCriteriaOptions | DecisionTreeOptions |