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| Criterion |  Decision Making Decision Rights Mapping |  Operations Accountability Ladder |  Decision Making Delphi Method |  Facilitation Expectation Mapping |
|---|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 90-180 min | 20-45 min | 1-4 Wochen | 45-90 min |
Participantsdifferent | 4-12 | 1-8 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Ownership Reflection, Action Commitment, Coaching Notes | Expert Forecast, Consensus Range, Assumption Notes | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | ResponsibilityLeadershipTeam | ForecastingExpertsDecisionStrategy | AlignmentStakeholdersTeam |