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| Criterion |  Facilitation Six Thinking Hats |  Decision Making Delphi Method |  Facilitation Power Interest Grid |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 45-90 min | 1-4 Wochen | 30-60 min | 60–90 min |
Participantsdifferent | 4-12 | 6-30 Experten | 2-8 | 2-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Expert Forecast, Consensus Range, Assumption Notes | Power Interest Grid, Strategy per Stakeholder | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | FacilitationOptionsDecision | ForecastingExpertsDecisionStrategy | StakeholdersFacilitationAlignmentPlanning | StakeholdersAlignmentFacilitationChange |