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| Criterion |  Business Strategy Scenario Planning |  Product Strategy Impact Mapping |  Decision Making Constraint 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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | 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 | Medium | Low | Medium |
Timedifferent | 0.5-2 Tage | 45-90 min | 30-90 min | 30-90 min |
Participantsdifferent | 4-12 | 3-8 | 2-8 | 1-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Impact Map, Outcome Hypotheses, Delivery Options | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Tree, Option Map, Assumption List |
Tagsno overlap | StrategyUncertaintyPlanning | OutcomesStrategyBehaviorPlanning | ConstraintsDecisionPlanningOptions | DecisionTreeOptions |