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| Criterion |  Decision Making Delphi Method |  Decision Making RAPID |  Business Strategy Balanced Scorecard |  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. | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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 | High | Medium |
Timedifferent | 1-4 Wochen | 45-90 min | Halber Tag bis mehrere Wochen | 90-180 min |
Participantsdifferent | 6-30 Experten | 3-12 | 4-12 | 4-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | RAPID Role Map, Recommendation, Decision Log | Balanced Scorecard, Strategic Measures, Initiative Map | Decision Rights Matrix, Agreement |
Tagsno overlap | ForecastingExpertsDecisionStrategy | DecisionRolesGovernance | StrategyMetricsExecution | DecisionGovernanceAlignmentResponsibility |