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| Criterion |  Decision Making Wideband Delphi |  Facilitation Alignment Mapping |  Decision Making Decision Rights Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 1-4 h or multiple rounds | 1-2 h | 90-180 min | 60-90 min |
Participantsdifferent | 4-12 Experten | 4-12 | 4-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Alignment Map, Open Issues, Decision Questions | Decision Rights Matrix, Agreement | Salience Diagram, Strategy per Class |
Tagsno overlap | EstimationExpertsForecasting | AlignmentStakeholdersStrategyFacilitation | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentGovernance |