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| Criterion |  Decision Making Decision Tree |  Business Strategy Balanced Scorecard |  Product Strategy Impact Mapping |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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 | 30-90 min | Halber Tag bis mehrere Wochen | 45-90 min | 1-4 Wochen |
Participantsdifferent | 1-6 | 4-12 | 3-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Balanced Scorecard, Strategic Measures, Initiative Map | Impact Map, Outcome Hypotheses, Delivery Options | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | DecisionTreeOptions | StrategyMetricsExecution | OutcomesStrategyBehaviorPlanning | ForecastingExpertsDecisionStrategy |