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| Criterion |  Business Strategy GAP Analysis |  Decision Making Delphi Method |  Decision Making Decision Tree |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-3 h | 1-4 Wochen | 30-90 min | 45-90 min |
Participantsdifferent | 2-8 | 6-30 Experten | 1-6 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes | Decision Tree, Option Map, Assumption List | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | StrategyAnalysisPlanning | ForecastingExpertsDecisionStrategy | DecisionTreeOptions | ChangeDecisionStrategy |