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| Criterion |  Systems Thinking Polarity Mapping |  Business Strategy Scenario Planning |  Decision Making Decision Matrix |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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 | High | Medium | High |
Timedifferent | 1-2 h | 0.5-2 Tage | 45-90 min | 1-4 Wochen |
Participantsdifferent | 3-12 | 4-12 | 2-8 | 6-30 Experten |
Formatdifferent | Workshop | Workshop | Workshop + async | Async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Scenario Set, Strategic Implications, Robust Options | Decision Matrix, Scoring Rationale, Selected Option | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | StrategyUncertaintyPlanning | DecisionCriteriaScoringTradeoffs | ForecastingExpertsDecisionStrategy |