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| Criterion |  Decision Making Decision Tree |  Product Strategy Impact Mapping |  Business Strategy GAP Analysis |  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. | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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 | Medium | Medium | High |
Timedifferent | 30-90 min | 45-90 min | 1-3 h | 1-4 Wochen |
Participantsdifferent | 1-6 | 3-8 | 2-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Impact Map, Outcome Hypotheses, Delivery Options | Gap Matrix, Action Plan, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | DecisionTreeOptions | OutcomesStrategyBehaviorPlanning | StrategyAnalysisPlanning | ForecastingExpertsDecisionStrategy |