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| Criterion |  Decision Making Option Framing |  Business Strategy SWOT Analysis |  Decision Making Decision Framing Workshop |  Business Strategy PESTLE 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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | When a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 45-120 min | 30-60 min | 60-120 min | 1-3 h |
Participantsdifferent | 3-8 | 3-12 | 4-10 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | SWOT matrix, Strategic options, Action list | Decision Frame, Decision Question, Criteria List, Evidence Plan | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | OptionsDecision framingStrategyComparison | StrategyAnalysisMarketPositioning | Decision framingAlignmentCriteriaOptions | StrategyMarketAnalysis |