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| Criterion |  Decision Making Force Field Analysis |  Business Strategy Balanced Scorecard |  Decision Making DACI |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | 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 cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 45-90 min | Halber Tag bis mehrere Wochen | 30-60 min | 90-180 min initial, dann laufend |
Participantsdifferent | 3-12 | 4-12 | 2-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Balanced Scorecard, Strategic Measures, Initiative Map | DACI Matrix, Decision Owner, Decision Log | KPI Tree, Owner List |
Tagsno overlap | ChangeDecisionStrategy | StrategyMetricsExecution | DecisionRolesGovernanceAlignment | MetricsStrategyAlignmentMeasurement |