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| Criterion |  Business Strategy Scenario Planning |  Decision Making Option Framing |  Product Strategy DIBB |  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. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | 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. | 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 | 45-120 min | 1-2 h | 30-90 min |
Participantsdifferent | 4-12 | 3-8 | 2-8 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | DIBB document, Belief list, Bet list, Learning report | Decision Tree, Option Map, Assumption List |
Tagsno overlap | StrategyUncertaintyPlanning | OptionsDecision framingStrategyComparison | StrategyDecisionAssumptionsHypothesis | DecisionTreeOptions |