View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Business Strategy Scenario Planning |  Systems Thinking Theory of Change |  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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | 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 | High | Low | Medium |
Timedifferent | 0.5-2 Tage | 2-6 h | 30-90 min | 30-90 min |
Participantsdifferent | 4-12 | 4-12 | 2-8 | 1-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Theory of Change Map, Assumptions, Outcome Measures | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Tree, Option Map, Assumption List |
Tagsno overlap | StrategyUncertaintyPlanning | ImpactOutcomesSystems thinkingStrategy | ConstraintsDecisionPlanningOptions | DecisionTreeOptions |