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| Criterion |  Decision Making Delphi Method |  Decision Making Decision Rights Mapping |  Facilitation Stakeholder Mapping |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 1-4 Wochen | 90-180 min | 60–90 min | 45-90 min |
Participantsdifferent | 6-30 Experten | 4-12 | 2-8 | 3-12 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Decision Rights Matrix, Agreement | Stakeholder Map, Engagement Plan, Risk Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | ForecastingExpertsDecisionStrategy | DecisionGovernanceAlignmentResponsibility | StakeholdersAlignmentFacilitationChange | ChangeDecisionStrategy |