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| Criterion |  Decision Making Decision Tree |  Business Strategy TOWS Matrix |  Business Strategy PESTLE 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. | 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. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 30-90 min | 1-2 h | 1-3 h | 1-4 Wochen |
Participantsdifferent | 1-6 | 3-10 | 2-10 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Decision Tree, Option Map, Assumption List | TOWS Matrix, Strategic Options, Priority Actions | PESTLE Map, External Risks, Strategic Questions | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | DecisionTreeOptions | StrategyAnalysisOptions | StrategyMarketAnalysis | ForecastingExpertsDecisionStrategy |