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| Criterion |  Decision Making Delphi Method |  Operations ALPEN Method |  Facilitation Stakeholder Salience Model |  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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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 | Low | Medium | Low |
Timedifferent | 1-4 Wochen | 10-20 min daily | 60-90 min | 30-60 min |
Participantsdifferent | 6-30 Experten | 1 | 3-6 | 2-8 |
Formatdifferent | Async | Async | Workshop | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Daily Plan, Time Estimates, Review Notes | Salience Diagram, Strategy per Class | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | ForecastingExpertsDecisionStrategy | PlanningTime managementProductivityOperations | StakeholdersFacilitationAlignmentGovernance | StakeholdersFacilitationAlignmentPlanning |