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| Criterion |  Knowledge Modeling Feynman Technique |  Decision Making Constraint Analysis |  Decision Making Force Field Analysis |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | 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 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. |
Complexitydifferent | Low | Low | Low | High |
Timedifferent | 20-60 min | 30-90 min | 45-90 min | 1-4 Wochen |
Participantsdifferent | 1 | 2-8 | 3-12 | 6-30 Experten |
Formatdifferent | Async | Workshop + async | Workshop | Async |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Force Field Map, Change Levers, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | LearningKnowledgeUnderstanding | ConstraintsDecisionPlanningOptions | ChangeDecisionStrategy | ForecastingExpertsDecisionStrategy |