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| Criterion |  Decision Making Delphi Method |  Business Strategy McKinsey 7S |  Decision Making RAPID |  Decision Making DACI |
|---|---|---|---|---|
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 complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 1-4 Wochen | 2-4 h | 45-90 min | 30-60 min |
Participantsdifferent | 6-30 Experten | 3-12 | 3-12 | 2-10 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | 7S Assessment, Alignment Gaps, Change Actions | RAPID Role Map, Recommendation, Decision Log | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | ForecastingExpertsDecisionStrategy | OrganizationStrategyAlignmentChange | DecisionRolesGovernance | DecisionRolesGovernanceAlignment |