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| Criterion |  Decision Making Delphi Method |  Decision Making Force Field Analysis |  Product Strategy Lean Canvas |  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. | 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. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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 | Low | Medium | Low |
Timedifferent | 1-4 Wochen | 45-90 min | 45-90 min | 45-90 min |
Participantsdifferent | 6-30 Experten | 3-12 | 1-6 | 2-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Force Field Map, Change Levers, Risk Notes | Lean Canvas, Core Assumptions, Experiment Backlog | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | ForecastingExpertsDecisionStrategy | ChangeDecisionStrategy | StartupLeanAssumptionsBusiness model | AssumptionsRiskDecisionDiscovery |