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| Criterion |  Business Strategy Scenario Planning |  Decision Making Force Field Analysis |  Decision Making Decision Matrix |  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. | 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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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 | Low | Medium | Low |
Timedifferent | 0.5-2 Tage | 45-90 min | 45-90 min | 30-90 min |
Participantsdifferent | 4-12 | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Force Field Map, Change Levers, Risk Notes | Decision Matrix, Scoring Rationale, Selected Option | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | StrategyUncertaintyPlanning | ChangeDecisionStrategy | DecisionCriteriaScoringTradeoffs | ConstraintsDecisionPlanningOptions |