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| Criterion |  Decision Making Decision Matrix |  Product Strategy KPI Tree |  Decision Making Trade-off Analysis |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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 metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | 90-180 min initial, dann laufend | 45-120 min | 1-2 h |
Participantsdifferent | 2-8 | 3-8 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | KPI Tree, Owner List | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | MetricsStrategyAlignmentMeasurement | TradeoffsDecisionCriteriaOptions | AlignmentStakeholdersStrategyFacilitation |