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| Criterion |  Facilitation Stakeholder Salience Model |  Decision Making Delphi Method |  Facilitation Stakeholder Mapping |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | 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 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. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 60-90 min | 1-4 Wochen | 60–90 min | 90-180 min |
Participantsdifferent | 3-6 | 6-30 Experten | 2-8 | 4-12 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | Expert Forecast, Consensus Range, Assumption Notes | Stakeholder Map, Engagement Plan, Risk Notes | Decision Rights Matrix, Agreement |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | ForecastingExpertsDecisionStrategy | StakeholdersAlignmentFacilitationChange | DecisionGovernanceAlignmentResponsibility |