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| Criterion |  Decision Making Delphi Method |  Business Strategy McKinsey 7S |  Product Strategy DIBB |  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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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 | 2-4 h | 1-2 h | 45-90 min |
Participantsdifferent | 6-30 Experten | 3-12 | 2-8 | 3-12 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | 7S Assessment, Alignment Gaps, Change Actions | DIBB document, Belief list, Bet list, Learning report | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | ForecastingExpertsDecisionStrategy | OrganizationStrategyAlignmentChange | StrategyDecisionAssumptionsHypothesis | ChangeDecisionStrategy |