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| Criterion |  Decision Making Force Field Analysis |  Decision Making Wideband Delphi |  Systems Thinking Future Reality Tree |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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 | High | High | High |
Timedifferent | 45-90 min | 1-4 h or multiple rounds | 2-4 h | 1-4 Wochen |
Participantsdifferent | 3-12 | 4-12 Experten | 3-8 | 6-30 Experten |
Formatdifferent | Workshop | Workshop + async | Workshop | Async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Estimate Range, Assumption Log, Expert Consensus Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | ChangeDecisionStrategy | EstimationExpertsForecasting | Theory of ConstraintsSystems thinkingChange | ForecastingExpertsDecisionStrategy |