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| Criterion |  Decision Making Delphi Method |  Decision Making Force Field Analysis |  Business Strategy Balanced Scorecard |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | 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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | High | Low | High | Medium |
Timedifferent | 1-4 Wochen | 45-90 min | Halber Tag bis mehrere Wochen | 15-60 min je Zyklus |
Participantsdifferent | 6-30 Experten | 3-12 | 4-12 | 1-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Force Field Map, Change Levers, Risk Notes | Balanced Scorecard, Strategic Measures, Initiative Map | Situation Assessment, Decision Loop, Action Updates |
Tags1 shared | ForecastingExpertsDecisionStrategy | ChangeDecisionStrategy | StrategyMetricsExecution | DecisionChangeLearningStrategy |