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| Criterion |  Business Strategy Balanced Scorecard |  Decision Making Delphi Method |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | High | High | Medium | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 1-4 Wochen | 60-90 min | 1-2 h |
Participantsdifferent | 4-12 | 6-30 Experten | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Expert Forecast, Consensus Range, Assumption Notes | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StrategyMetricsExecution | ForecastingExpertsDecisionStrategy | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation |