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| Criterion |  Decision Making Decision Matrix |  Business Strategy Scenario Planning |  Decision Making Decision Tree |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 45-90 min | 0.5-2 Tage | 30-90 min | 1-4 Wochen |
Participantsdifferent | 2-8 | 4-12 | 1-6 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Scenario Set, Strategic Implications, Robust Options | Decision Tree, Option Map, Assumption List | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | StrategyUncertaintyPlanning | DecisionTreeOptions | ForecastingExpertsDecisionStrategy |