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| Criterion |  Decision Making Force Field Analysis |  Decision Making Constraint Analysis |  Decision Making Delphi Method |  Decision Making Decision 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. | 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 | 45-90 min | 30-90 min | 1-4 Wochen | 30-90 min |
Participantsdifferent | 3-12 | 2-8 | 6-30 Experten | 1-6 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Expert Forecast, Consensus Range, Assumption Notes | Decision Tree, Option Map, Assumption List |
Tags1 shared | ChangeDecisionStrategy | ConstraintsDecisionPlanningOptions | ForecastingExpertsDecisionStrategy | DecisionTreeOptions |