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| Criterion |  Decision Making Delphi Method |  Business Strategy Ansoff Matrix |  Facilitation Stakeholder Salience Model |  Decision Making Decision Rights 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. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 1-4 Wochen | 45-90 min | 60-90 min | 90-180 min |
Participantsdifferent | 6-30 Experten | 2-8 | 3-6 | 4-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Ansoff Matrix, Growth Options, Risk Notes | Salience Diagram, Strategy per Class | Decision Rights Matrix, Agreement |
Tagsno overlap | ForecastingExpertsDecisionStrategy | GrowthStrategyMarketPortfolio | StakeholdersFacilitationAlignmentGovernance | DecisionGovernanceAlignmentResponsibility |