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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making Delphi Method |  Systems Thinking VUCA Scan |  Decision Making Argument 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. | 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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 90-180 min | 1-4 Wochen | 30-90 min | 1-3 h |
Participantsdifferent | 4-12 | 6-30 Experten | 1-10 | 1-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Expert Forecast, Consensus Range, Assumption Notes | VUCA Map, Response Options, Signal and Learning Plan | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | ForecastingExpertsDecisionStrategy | SensemakingUncertaintyComplexityStrategyForesight | SensemakingDecisionRationale |