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| Criterion |  Business Strategy Scenario Planning |  Systems Thinking Future Reality Tree |  Decision Making Delphi Method |  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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | High | High | Low |
Timedifferent | 0.5-2 Tage | 2-4 h | 1-4 Wochen | 30-90 min |
Participantsdifferent | 4-12 | 3-8 | 6-30 Experten | 2-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Expert Forecast, Consensus Range, Assumption Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | StrategyUncertaintyPlanning | Theory of ConstraintsSystems thinkingChange | ForecastingExpertsDecisionStrategy | ConstraintsDecisionPlanningOptions |