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| Criterion |  Decision Making Delphi Method |  Decision Making Decision Tree |  Facilitation Power Interest Grid |  Decision Making Constraint 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 1-4 Wochen | 30-90 min | 30-60 min | 30-90 min |
Participantsdifferent | 6-30 Experten | 1-6 | 2-8 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Decision Tree, Option Map, Assumption List | Power Interest Grid, Strategy per Stakeholder | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | ForecastingExpertsDecisionStrategy | DecisionTreeOptions | StakeholdersFacilitationAlignmentPlanning | ConstraintsDecisionPlanningOptions |