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| Criterion |  Decision Making Delphi Method |  Facilitation Alignment Mapping |  Decision Making Trade-off Analysis |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | 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. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 1-4 Wochen | 1-2 h | 45-120 min | 30-60 min |
Participantsdifferent | 6-30 Experten | 4-12 | 2-8 | 2-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Alignment Map, Open Issues, Decision Questions | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | ForecastingExpertsDecisionStrategy | AlignmentStakeholdersStrategyFacilitation | TradeoffsDecisionCriteriaOptions | StakeholdersFacilitationAlignmentPlanning |