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| Criterion |  Decision Making Delphi Method |  Facilitation Storytelling |  Business Strategy McKinsey 7S |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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 an insight needs to have an effect, storytelling translates dry facts into a comprehensible development. It combines context, tension, and consequence into a form that people remember and pass on more easily. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | 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. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 1-4 Wochen | 45-120 min | 2-4 h | 45-90 min |
Participantsdifferent | 6-30 Experten | 1-6 | 3-12 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Narrative Outline, Key Message, Story Arc | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | ForecastingExpertsDecisionStrategy | CommunicationNarrativeStakeholdersFacilitation | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy |