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| Criterion |  Decision Making Decision Tree |  Product Strategy OKRs |  Facilitation Alignment Mapping |  Product Strategy KPI Tree |
|---|---|---|---|---|
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 strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 30-90 min | 1-2 h Setup | 1-2 h | 90-180 min initial, dann laufend |
Participantsdifferent | 1-6 | 2-20 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | OKR set, Measurement plan, Review cadence | Alignment Map, Open Issues, Decision Questions | KPI Tree, Owner List |
Tagsno overlap | DecisionTreeOptions | GoalsAlignmentOutcomesMeasurement | AlignmentStakeholdersStrategyFacilitation | MetricsStrategyAlignmentMeasurement |