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| Criterion |  Agile Scrum |  Decision Making Decision Rights Mapping |  Decision Making Delphi Method |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When a team needs to work in a fixed delivery rhythm, it stabilizes cadence, responsibility, and feedback loops. It makes collaboration reliable across sprint boundaries. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. | 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 | Medium | Medium | High | Low |
Timedifferent | 1-4 Wochen je Sprint, laufend | 90-180 min | 1-4 Wochen | 45-90 min |
Participantsdifferent | 3-10 (Scrum Team) | 4-12 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Product Backlog, Sprint Backlog, Increment, Sprint Goal | Decision Rights Matrix, Agreement | Expert Forecast, Consensus Range, Assumption Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | AgileIterationCadence | DecisionGovernanceAlignmentResponsibility | ForecastingExpertsDecisionStrategy | ChangeDecisionStrategy |