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| Criterion |  Decision Making Delphi Method |  Business Strategy Balanced Scorecard |  Operations Kepner-Tregoe |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | High | High | High | Low |
Timedifferent | 1-4 Wochen | Halber Tag bis mehrere Wochen | 2-8 h | 15-30 min |
Participantsdifferent | 6-30 Experten | 4-12 | 2-8 | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Balanced Scorecard, Strategic Measures, Initiative Map | Problem Analysis, Decision Analysis, Risk Plan | Root cause notes, Countermeasures |
Tagsno overlap | ForecastingExpertsDecisionStrategy | StrategyMetricsExecution | Problem solvingRoot causeDecisionOperations | Root causeIncidentLeanProblem solving |