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| Criterion |  Decision Making Option Framing |  Business Strategy Balanced Scorecard |  Decision Making Delphi Method |  Decision Making Decision Tree |
|---|---|---|---|---|
Purposedifferent | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | 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. | 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 | Medium | High | High | Medium |
Timedifferent | 45-120 min | Halber Tag bis mehrere Wochen | 1-4 Wochen | 30-90 min |
Participantsdifferent | 3-8 | 4-12 | 6-30 Experten | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Balanced Scorecard, Strategic Measures, Initiative Map | Expert Forecast, Consensus Range, Assumption Notes | Decision Tree, Option Map, Assumption List |
Tagsno overlap | OptionsDecision framingStrategyComparison | StrategyMetricsExecution | ForecastingExpertsDecisionStrategy | DecisionTreeOptions |