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| Criterion |  Business Strategy Scenario Planning |  Decision Making Argument Mapping |  Product Strategy Impact Mapping |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | 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 statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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 | High | Medium | Medium | Low |
Timedifferent | 0.5-2 Tage | 1-3 h | 45-90 min | 30-90 min |
Participantsdifferent | 4-12 | 1-8 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Argument Map, Evidence Gaps, Decision Rationale | Impact Map, Outcome Hypotheses, Delivery Options | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | StrategyUncertaintyPlanning | SensemakingDecisionRationale | OutcomesStrategyBehaviorPlanning | ConstraintsDecisionPlanningOptions |