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| Criterion |  Decision Making Delphi Method |  Decision Making Decision Rights Mapping |  Decision Making Trade-off Analysis |  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. | 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | 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 | 90-180 min | 45-120 min | 1-2 h |
Participantsdifferent | 6-30 Experten | 4-12 | 2-8 | 4-12 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Decision Rights Matrix, Agreement | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ForecastingExpertsDecisionStrategy | DecisionGovernanceAlignmentResponsibility | TradeoffsDecisionCriteriaOptions | AlignmentStakeholdersStrategyFacilitation |