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| Criterion |  Facilitation Delegation Poker |  Systems Thinking Intervention Mapping |  Decision Making Delphi Method |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Low | High | High | Low |
Timedifferent | 45-90 min | 1-5 Tage | 1-4 Wochen | 45-90 min |
Participantsdifferent | 3-10 | 4-12 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Expert Forecast, Consensus Range, Assumption Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | AutonomyRolesTeam | ChangeSystems thinkingCapability | ForecastingExpertsDecisionStrategy | ChangeDecisionStrategy |