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| Criterion |  Facilitation Delegation Poker |  Decision Making Delphi Method |  Decision Making Decision Rights Mapping |  Facilitation Responsibility Poker |
|---|---|---|---|---|
Purposedifferent | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | 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. | 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 it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 45-90 min | 1-4 Wochen | 90-180 min | 45-90 min |
Participantsdifferent | 3-10 | 6-30 Experten | 4-12 | 3-10 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Expert Forecast, Consensus Range, Assumption Notes | Decision Rights Matrix, Agreement | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | AutonomyRolesTeam | ForecastingExpertsDecisionStrategy | DecisionGovernanceAlignmentResponsibility | RolesResponsibilityTeamFacilitation |