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| Criterion |  Decision Making Decision Matrix |  Decision Making Constraint Analysis |  Business Strategy Scenario Planning |  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. | 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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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 | Low | High | Medium |
Timedifferent | 45-90 min | 30-90 min | 0.5-2 Tage | 30-90 min |
Participantsdifferent | 2-8 | 2-8 | 4-12 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Scenario Set, Strategic Implications, Robust Options | Decision Tree, Option Map, Assumption List |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | ConstraintsDecisionPlanningOptions | StrategyUncertaintyPlanning | DecisionTreeOptions |