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| Criterion |  Decision Making Delphi Method |  Facilitation Power Interest Grid |  Decision Making Force Field Analysis |  Facilitation Alignment 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. | 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. | 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. | 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. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | 1-4 Wochen | 30-60 min | 45-90 min | 1-2 h |
Participantsdifferent | 6-30 Experten | 2-8 | 3-12 | 4-12 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Power Interest Grid, Strategy per Stakeholder | Force Field Map, Change Levers, Risk Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ForecastingExpertsDecisionStrategy | StakeholdersFacilitationAlignmentPlanning | ChangeDecisionStrategy | AlignmentStakeholdersStrategyFacilitation |