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| Criterion |  Decision Making Delphi Method |  Decision Making DACI |  Facilitation Stakeholder Salience Model |  Decision Making RAPID |
|---|---|---|---|---|
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. | 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. | 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 complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 1-4 Wochen | 30-60 min | 60-90 min | 45-90 min |
Participantsdifferent | 6-30 Experten | 2-10 | 3-6 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | DACI Matrix, Decision Owner, Decision Log | Salience Diagram, Strategy per Class | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | ForecastingExpertsDecisionStrategy | DecisionRolesGovernanceAlignment | StakeholdersFacilitationAlignmentGovernance | DecisionRolesGovernance |