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| Criterion |  Knowledge Modeling Feynman Technique |  Decision Making Constraint Analysis |  Decision Making Delphi Method |  Decision Making Decision Tree |
|---|---|---|---|---|
Purposedifferent | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | 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. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 20-60 min | 30-90 min | 1-4 Wochen | 30-90 min |
Participantsdifferent | 1 | 2-8 | 6-30 Experten | 1-6 |
Formatdifferent | Async | Workshop + async | Async | Workshop + async |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Expert Forecast, Consensus Range, Assumption Notes | Decision Tree, Option Map, Assumption List |
Tagsno overlap | LearningKnowledgeUnderstanding | ConstraintsDecisionPlanningOptions | ForecastingExpertsDecisionStrategy | DecisionTreeOptions |