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| Criterion |  Business Strategy Scenario Planning |  Decision Making Decision Tree |  Decision Making Force Field Analysis |  Product Strategy DIBB |
|---|---|---|---|---|
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. | 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. | 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. | 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 | High | Medium | Low | Low |
Timedifferent | 0.5-2 Tage | 30-90 min | 45-90 min | 1-2 h |
Participantsdifferent | 4-12 | 1-6 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Decision Tree, Option Map, Assumption List | Force Field Map, Change Levers, Risk Notes | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | StrategyUncertaintyPlanning | DecisionTreeOptions | ChangeDecisionStrategy | StrategyDecisionAssumptionsHypothesis |