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| Criterion |  Decision Making Decision Tree |  Systems Thinking Evaporating Cloud |  Decision Making Delphi Method |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. | 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 | Medium | High | Low |
Timedifferent | 30-90 min | 60-120 min | 1-4 Wochen | 45-90 min |
Participantsdifferent | 1-6 | 2-8 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Expert Forecast, Consensus Range, Assumption Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | DecisionTreeOptions | Theory of ConstraintsAssumptionsSystems thinking | ForecastingExpertsDecisionStrategy | ChangeDecisionStrategy |