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| Criterion |  Decision Making Wideband Delphi |  Decision Making Decision Matrix |  Decision Making Decision Tree |  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 several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Medium | Medium | High |
Timedifferent | 1-4 h or multiple rounds | 45-90 min | 30-90 min | 1-4 Wochen |
Participantsdifferent | 4-12 Experten | 2-8 | 1-6 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Decision Matrix, Scoring Rationale, Selected Option | Decision Tree, Option Map, Assumption List | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationExpertsForecasting | DecisionCriteriaScoringTradeoffs | DecisionTreeOptions | ForecastingExpertsDecisionStrategy |