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| Criterion |  Decision Making Delphi Method |  Facilitation Power Interest Grid |  Business Strategy GAP Analysis |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 1-4 Wochen | 30-60 min | 1-3 h | 60-90 min |
Participantsdifferent | 6-30 Experten | 2-8 | 2-8 | 3-6 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Power Interest Grid, Strategy per Stakeholder | Gap Matrix, Action Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | ForecastingExpertsDecisionStrategy | StakeholdersFacilitationAlignmentPlanning | StrategyAnalysisPlanning | StakeholdersFacilitationAlignmentGovernance |