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| Criterion |  Decision Making Option Framing |  Decision Making Constraint Analysis |  Business Strategy Balanced Scorecard |  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. | 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. | 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. | 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 | Low | High | Medium |
Timedifferent | 45-120 min | 30-90 min | Halber Tag bis mehrere Wochen | 30-90 min |
Participantsdifferent | 3-8 | 2-8 | 4-12 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Balanced Scorecard, Strategic Measures, Initiative Map | Decision Tree, Option Map, Assumption List |
Tagsno overlap | OptionsDecision framingStrategyComparison | ConstraintsDecisionPlanningOptions | StrategyMetricsExecution | DecisionTreeOptions |