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| Criterion |  Decision Making Delphi Method |  Business Strategy TOWS Matrix |  Facilitation Stakeholder Salience Model |  Decision Making DACI |
|---|---|---|---|---|
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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | 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 cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 1-4 Wochen | 1-2 h | 60-90 min | 30-60 min |
Participantsdifferent | 6-30 Experten | 3-10 | 3-6 | 2-10 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | TOWS Matrix, Strategic Options, Priority Actions | Salience Diagram, Strategy per Class | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | ForecastingExpertsDecisionStrategy | StrategyAnalysisOptions | StakeholdersFacilitationAlignmentGovernance | DecisionRolesGovernanceAlignment |