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| Criterion |  Product Strategy Impact Mapping |  Decision Making Decision Tree |  Decision Making Constraint Analysis |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 45-90 min | 30-90 min | 30-90 min | 1-4 Wochen |
Participantsdifferent | 3-8 | 1-6 | 2-8 | 6-30 Experten |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Decision Tree, Option Map, Assumption List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | DecisionTreeOptions | ConstraintsDecisionPlanningOptions | ForecastingExpertsDecisionStrategy |