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| Criterion |  Decision Making Delphi Method |  Decision Making Wideband Delphi |  Business Strategy McKinsey 7S |  Facilitation Alignment 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. | 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. | 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. | 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. |
Complexitydifferent | High | High | Medium | Medium |
Timedifferent | 1-4 Wochen | 1-4 h or multiple rounds | 2-4 h | 1-2 h |
Participantsdifferent | 6-30 Experten | 4-12 Experten | 3-12 | 4-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Estimate Range, Assumption Log, Expert Consensus Notes | 7S Assessment, Alignment Gaps, Change Actions | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ForecastingExpertsDecisionStrategy | EstimationExpertsForecasting | OrganizationStrategyAlignmentChange | AlignmentStakeholdersStrategyFacilitation |