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| Criterion |  Systems Thinking Polarity Mapping |  Business Strategy Scenario Planning |  Decision Making Delphi Method |  Product Strategy DIBB |
|---|---|---|---|---|
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 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | High | High | Low |
Timedifferent | 1-2 h | 0.5-2 Tage | 1-4 Wochen | 1-2 h |
Participantsdifferent | 3-12 | 4-12 | 6-30 Experten | 2-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Scenario Set, Strategic Implications, Robust Options | Expert Forecast, Consensus Range, Assumption Notes | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | Systems thinkingTradeoffsLeadership | StrategyUncertaintyPlanning | ForecastingExpertsDecisionStrategy | StrategyDecisionAssumptionsHypothesis |