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| Criterion |  Facilitation Delegation Poker |  Decision Making RAPID |  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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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 | Medium | High | Low |
Timedifferent | 45-90 min | 45-90 min | 1-4 Wochen | 45-90 min |
Participantsdifferent | 3-10 | 3-12 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | RAPID Role Map, Recommendation, Decision Log | Expert Forecast, Consensus Range, Assumption Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | AutonomyRolesTeam | DecisionRolesGovernance | ForecastingExpertsDecisionStrategy | ChangeDecisionStrategy |