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| Criterion |  Decision Making Delphi Method |  Decision Making Decision Rights Mapping |  Decision Making Argument Mapping |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
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 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 1-4 Wochen | 90-180 min | 1-3 h | 60-180 min |
Participantsdifferent | 6-30 Experten | 4-12 | 1-8 | 4-20 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Decision Rights Matrix, Agreement | Argument Map, Evidence Gaps, Decision Rationale | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tags1 shared | ForecastingExpertsDecisionStrategy | DecisionGovernanceAlignmentResponsibility | SensemakingDecisionRationale | ComplexitySensemakingDecision |