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| Criterion |  Decision Making Option Framing |  Business Strategy PESTLE Analysis |  Business Strategy GAP Analysis |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | 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 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-120 min | 1-3 h | 1-3 h | 30-90 min |
Participantsdifferent | 3-8 | 2-10 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | PESTLE Map, External Risks, Strategic Questions | Gap Matrix, Action Plan, Risk Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | OptionsDecision framingStrategyComparison | StrategyMarketAnalysis | StrategyAnalysisPlanning | ConstraintsDecisionPlanningOptions |