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| Criterion |  Decision Making Decision Matrix |  Decision Making Delphi Method |  Knowledge Modeling IBIS |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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 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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 45-90 min | 1-4 Wochen | 1-3 h | 45-90 min |
Participantsdifferent | 2-8 | 6-30 Experten | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Expert Forecast, Consensus Range, Assumption Notes | Issue Map, Positions, Argument Notes | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | DecisionCriteriaScoringTradeoffs | ForecastingExpertsDecisionStrategy | RationaleKnowledgeDecision | ChangeDecisionStrategy |