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| Criterion |  Decision Making Decision Tree |  Decision Making Constraint Analysis |  Business Strategy Balanced Scorecard |  Product Strategy Counter Metrics |
|---|---|---|---|---|
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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 30-90 min | 30-90 min | Halber Tag bis mehrere Wochen | 30-60 min |
Participantsdifferent | 1-6 | 2-8 | 4-12 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Balanced Scorecard, Strategic Measures, Initiative Map | Counter Metric List, Guardrail Definitions |
Tagsno overlap | DecisionTreeOptions | ConstraintsDecisionPlanningOptions | StrategyMetricsExecution | MetricsMeasurementStrategyExperiments |