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| Criterion |  Business Strategy Scenario Planning |  Systems Thinking Current Reality Tree |  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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 | High | Medium |
Timedifferent | 0.5-2 Tage | 2-6 h | 30-90 min |
Participantsdifferent | 4-12 | 3-8 | 1-6 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Current Reality Tree, Core Problems, Intervention Ideas | Decision Tree, Option Map, Assumption List |
Tagsno overlap | StrategyUncertaintyPlanning | Systems thinkingRoot causeConstraintsCausality | DecisionTreeOptions |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
