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| Criterion |  Facilitation Delegation Poker |  Decision Making Delphi Method |  Facilitation Power Interest Grid |  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. | 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 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 | Low | Low |
Timedifferent | 45-90 min | 1-4 Wochen | 30-60 min | 45-90 min |
Participantsdifferent | 3-10 | 6-30 Experten | 2-8 | 3-10 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Expert Forecast, Consensus Range, Assumption Notes | Power Interest Grid, Strategy per Stakeholder | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | AutonomyRolesTeam | ForecastingExpertsDecisionStrategy | StakeholdersFacilitationAlignmentPlanning | RolesResponsibilityTeamFacilitation |