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| Criterion |  Decision Making Delphi Method |  Business Strategy Business Model Stress Test |  Decision Making Force Field Analysis |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | High | High | Low | Low |
Timedifferent | 1-4 Wochen | Half day | 45-90 min | 45-90 min |
Participantsdifferent | 6-30 Experten | 3-8 | 3-12 | 2-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Stress Test Report, Action Plan per Scenario | Force Field Map, Change Levers, Risk Notes | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | ForecastingExpertsDecisionStrategy | StrategyBusiness modelRiskDiagnosis | ChangeDecisionStrategy | AssumptionsRiskDecisionDiscovery |