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| Criterion |  Decision Making Delphi Method |  Facilitation Alignment Mapping |  Operations Kepner-Tregoe |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | 1-4 Wochen | 1-2 h | 2-8 h | 60–90 min |
Participantsdifferent | 6-30 Experten | 4-12 | 2-8 | 2-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Alignment Map, Open Issues, Decision Questions | Problem Analysis, Decision Analysis, Risk Plan | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ForecastingExpertsDecisionStrategy | AlignmentStakeholdersStrategyFacilitation | Problem solvingRoot causeDecisionOperations | StakeholdersAlignmentFacilitationChange |