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| Criterion |  Decision Making Decision Tree |  Decision Making Delphi Method |  Business Strategy SWOT Analysis |  Business Strategy TOWS Matrix |
|---|---|---|---|---|
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 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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 30-90 min | 1-4 Wochen | 30-60 min | 1-2 h |
Participantsdifferent | 1-6 | 6-30 Experten | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Expert Forecast, Consensus Range, Assumption Notes | SWOT matrix, Strategic options, Action list | TOWS Matrix, Strategic Options, Priority Actions |
Tagsno overlap | DecisionTreeOptions | ForecastingExpertsDecisionStrategy | StrategyAnalysisMarketPositioning | StrategyAnalysisOptions |