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| Criterion |  Decision Making Delphi Method |  Business Strategy McKinsey 7S |  Decision Making Force Field Analysis |  Decision Making Decision Rights 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. | 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. | 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. | 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. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 1-4 Wochen | 2-4 h | 45-90 min | 90-180 min |
Participantsdifferent | 6-30 Experten | 3-12 | 3-12 | 4-12 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes | Decision Rights Matrix, Agreement |
Tagsno overlap | ForecastingExpertsDecisionStrategy | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy | DecisionGovernanceAlignmentResponsibility |