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| Criterion |  Decision Making Decision Tree |  Decision Making Delphi Method |  Facilitation Stakeholder Salience Model |
|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. |
Complexitydifferent | Medium | High | Medium |
Timedifferent | 30-90 min | 1-4 Wochen | 60-90 min |
Participantsdifferent | 1-6 | 6-30 Experten | 3-6 |
Formatdifferent | Workshop + async | Async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Expert Forecast, Consensus Range, Assumption Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | DecisionTreeOptions | ForecastingExpertsDecisionStrategy | StakeholdersFacilitationAlignmentGovernance |
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