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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making Delphi Method |  Facilitation Power Interest Grid |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | 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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 90-180 min | 1-4 Wochen | 30-60 min | 60-90 min |
Participantsdifferent | 4-12 | 6-30 Experten | 2-8 | 3-6 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Expert Forecast, Consensus Range, Assumption Notes | Power Interest Grid, Strategy per Stakeholder | Salience Diagram, Strategy per Class |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | ForecastingExpertsDecisionStrategy | StakeholdersFacilitationAlignmentPlanning | StakeholdersFacilitationAlignmentGovernance |