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| Criterion |  Decision Making Delphi Method |  Decision Making Decision Rights Mapping |  Facilitation Expectation Mapping |  Operations Accountability Ladder |
|---|---|---|---|---|
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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 1-4 Wochen | 90-180 min | 45-90 min | 20-45 min |
Participantsdifferent | 6-30 Experten | 4-12 | 3-12 | 1-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Decision Rights Matrix, Agreement | Expectation Map, Alignment Notes, Agreements | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | ForecastingExpertsDecisionStrategy | DecisionGovernanceAlignmentResponsibility | AlignmentStakeholdersTeam | ResponsibilityLeadershipTeam |