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| Criterion |  Decision Making Delphi Method |  Business Strategy Balanced Scorecard |  Facilitation Stakeholder Salience Model |  Decision Making DACI |
|---|---|---|---|---|
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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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 cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | High | High | Medium | Low |
Timedifferent | 1-4 Wochen | Halber Tag bis mehrere Wochen | 60-90 min | 30-60 min |
Participantsdifferent | 6-30 Experten | 4-12 | 3-6 | 2-10 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Balanced Scorecard, Strategic Measures, Initiative Map | Salience Diagram, Strategy per Class | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | ForecastingExpertsDecisionStrategy | StrategyMetricsExecution | StakeholdersFacilitationAlignmentGovernance | DecisionRolesGovernanceAlignment |