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| Criterion |  Business Strategy Scenario Planning |  Decision Making Constraint Analysis |  Decision Making Force Field Analysis |  Decision Making Decision Tree |
|---|---|---|---|---|
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 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | 0.5-2 Tage | 30-90 min | 45-90 min | 30-90 min |
Participantsdifferent | 4-12 | 2-8 | 3-12 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Force Field Map, Change Levers, Risk Notes | Decision Tree, Option Map, Assumption List |
Tagsno overlap | StrategyUncertaintyPlanning | ConstraintsDecisionPlanningOptions | ChangeDecisionStrategy | DecisionTreeOptions |