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| Criterion |  Knowledge Modeling Feynman Technique |  Decision Making Delphi Method |  Facilitation Stakeholder Salience Model |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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 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 | Low | High | Medium | Low |
Timedifferent | 20-60 min | 1-4 Wochen | 60-90 min | 30-60 min |
Participantsdifferent | 1 | 6-30 Experten | 3-6 | 2-10 |
Formatdifferent | Async | Async | Workshop | Workshop + async |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Expert Forecast, Consensus Range, Assumption Notes | Salience Diagram, Strategy per Class | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | LearningKnowledgeUnderstanding | ForecastingExpertsDecisionStrategy | StakeholdersFacilitationAlignmentGovernance | DecisionRolesGovernanceAlignment |