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| Criterion |  Decision Making Decision Tree |  Business Strategy TOWS Matrix |  Facilitation Six Thinking Hats |  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. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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 | 45-90 min | 1-4 Wochen |
Participantsdifferent | 1-6 | 3-10 | 4-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Decision Tree, Option Map, Assumption List | TOWS Matrix, Strategic Options, Priority Actions | Perspective Notes, Decision Inputs, Action Items | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | DecisionTreeOptions | StrategyAnalysisOptions | FacilitationOptionsDecision | ForecastingExpertsDecisionStrategy |