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| Criterion |  Decision Making Delphi Method |  Operations Gemba Walk |  Facilitation Alignment Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. | 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. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 1-4 Wochen | 30-120 min | 1-2 h | 30-60 min |
Participantsdifferent | 6-30 Experten | 2-6 | 4-12 | 2-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Observation Notes, Improvement Ideas | Alignment Map, Open Issues, Decision Questions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | ForecastingExpertsDecisionStrategy | LeanObservationProcessOperations | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentPlanning |