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| Criterion |  Decision Making Delphi Method |  Decision Making Wideband Delphi |  Facilitation Alignment Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. |
Complexitydifferent | High | High | Medium | Medium |
Timedifferent | 1-4 Wochen | 1-4 h or multiple rounds | 1-2 h | 60-90 min |
Participantsdifferent | 6-30 Experten | 4-12 Experten | 4-12 | 3-6 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Estimate Range, Assumption Log, Expert Consensus Notes | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class |
Tagsno overlap | ForecastingExpertsDecisionStrategy | EstimationExpertsForecasting | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance |