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| Criterion |  Decision Making Decision Matrix |  Business Strategy Scenario Planning |  Decision Making OODA Loop |  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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | 15-60 min je Zyklus | 1-4 Wochen |
Participantsdifferent | 2-8 | 4-12 | 1-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Scenario Set, Strategic Implications, Robust Options | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | StrategyUncertaintyPlanning | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy |