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| Criterion |  Decision Making Risk Matrix |  Business Strategy Value Chain Analysis |  Decision Making Delphi Method |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Low | High | High | Low |
Timedifferent | 30-60 min | Half day | 1-4 Wochen | 45-90 min |
Participantsdifferent | 3-10 | 3-8 | 6-30 Experten | 2-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Value Chain Map, Lever List | Expert Forecast, Consensus Range, Assumption Notes | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionPrioritizationAssessment | StrategyBusiness modelDiagnosisAnalysis | ForecastingExpertsDecisionStrategy | AssumptionsRiskDecisionDiscovery |