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| Criterion |  Decision Making Decision Tree |  Business Strategy PESTLE Analysis |  Decision Making Delphi Method |  Decision Making Constraint 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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 30-90 min | 1-3 h | 1-4 Wochen | 30-90 min |
Participantsdifferent | 1-6 | 2-10 | 6-30 Experten | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | PESTLE Map, External Risks, Strategic Questions | Expert Forecast, Consensus Range, Assumption Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | DecisionTreeOptions | StrategyMarketAnalysis | ForecastingExpertsDecisionStrategy | ConstraintsDecisionPlanningOptions |