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| Criterion |  Decision Making Delphi Method |  Decision Making Risk Matrix |  Facilitation Power Interest Grid |  Decision Making Pre-Mortem |
|---|---|---|---|---|
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 a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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 early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 1-4 Wochen | 30-60 min | 30-60 min | 20–45 min |
Participantsdifferent | 6-30 Experten | 3-10 | 2-8 | Small cross-functional group |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Risk Matrix, Top Risk List | Power Interest Grid, Strategy per Stakeholder | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | ForecastingExpertsDecisionStrategy | RiskDecisionPrioritizationAssessment | StakeholdersFacilitationAlignmentPlanning | RiskDecisionFailurePlanning |