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| Criterion |  Decision Making Delphi Method |  Facilitation Stakeholder Salience Model |  Decision Making Force Field Analysis |  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. | 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. | 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. | 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 | Low | Medium |
Timedifferent | 1-4 Wochen | 60-90 min | 45-90 min | 90-180 min |
Participantsdifferent | 6-30 Experten | 3-6 | 3-12 | 4-12 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Salience Diagram, Strategy per Class | Force Field Map, Change Levers, Risk Notes | Decision Rights Matrix, Agreement |
Tagsno overlap | ForecastingExpertsDecisionStrategy | StakeholdersFacilitationAlignmentGovernance | ChangeDecisionStrategy | DecisionGovernanceAlignmentResponsibility |