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| Criterion |  Decision Making Wideband Delphi |  Decision Making Force Field Analysis |  Business Strategy Balanced Scorecard |  Product Strategy DIBB |
|---|---|---|---|---|
Purposedifferent | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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. |
Complexitydifferent | High | Low | High | Low |
Timedifferent | 1-4 h or multiple rounds | 45-90 min | Halber Tag bis mehrere Wochen | 1-2 h |
Participantsdifferent | 4-12 Experten | 3-12 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Force Field Map, Change Levers, Risk Notes | Balanced Scorecard, Strategic Measures, Initiative Map | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | EstimationExpertsForecasting | ChangeDecisionStrategy | StrategyMetricsExecution | StrategyDecisionAssumptionsHypothesis |