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| Criterion |  Decision Making Delphi Method |  Decision Making Decision Matrix |  Business Strategy McKinsey 7S |  Facilitation Alignment 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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 1-4 Wochen | 45-90 min | 2-4 h | 1-2 h |
Participantsdifferent | 6-30 Experten | 2-8 | 3-12 | 4-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Decision Matrix, Scoring Rationale, Selected Option | 7S Assessment, Alignment Gaps, Change Actions | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ForecastingExpertsDecisionStrategy | DecisionCriteriaScoringTradeoffs | OrganizationStrategyAlignmentChange | AlignmentStakeholdersStrategyFacilitation |