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| Criterion |  Decision Making Decision Tree |  Decision Making Force Field Analysis |  Business Strategy TOWS Matrix |  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. | 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. | 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. | 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 | Low | Medium | High |
Timedifferent | 30-90 min | 45-90 min | 1-2 h | 1-4 Wochen |
Participantsdifferent | 1-6 | 3-12 | 3-10 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Force Field Map, Change Levers, Risk Notes | TOWS Matrix, Strategic Options, Priority Actions | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | DecisionTreeOptions | ChangeDecisionStrategy | StrategyAnalysisOptions | ForecastingExpertsDecisionStrategy |