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| Criterion |  Decision Making Decision Matrix |  Business Strategy Scenario Planning |  Facilitation Stakeholder Mapping |  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. | 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | Low | Low |
Timedifferent | 45-90 min | 0.5-2 Tage | 60–90 min | 45-90 min |
Participantsdifferent | 2-8 | 4-12 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Scenario Set, Strategic Implications, Robust Options | Stakeholder Map, Engagement Plan, Risk Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | StrategyUncertaintyPlanning | StakeholdersAlignmentFacilitationChange | ChangeDecisionStrategy |