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| Criterion |  Business Strategy Scenario Planning |  Decision Making Three-Point Estimation |  Decision Making Constraint Analysis |  Decision Making Force Field 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 single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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. | 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. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 0.5-2 Tage | 10-30 min je Item | 30-90 min | 45-90 min |
Participantsdifferent | 4-12 | 1-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Three-Point Estimate, Risk Range, Assumption Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | StrategyUncertaintyPlanning | EstimationUncertaintyForecasting | ConstraintsDecisionPlanningOptions | ChangeDecisionStrategy |