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| Criterion |  Decision Making Wideband Delphi |  Facilitation Decision Jam |  Operations 5 Whys |  Decision Making Delphi Method |
|---|---|---|---|---|
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 a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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. |
Complexitydifferent | High | Low | Low | High |
Timedifferent | 1-4 h or multiple rounds | 60-90 min | 15-30 min | 1-4 Wochen |
Participantsdifferent | 4-12 Experten | 4-10 | 2-6 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Problem Cluster, Prioritized Challenge, Experiment | Root cause notes, Countermeasures | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationExpertsForecasting | FacilitationDecisionProblem solvingWorkshop | Root causeIncidentLeanProblem solving | ForecastingExpertsDecisionStrategy |