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| Criterion |  Decision Making Wideband Delphi |  Decision Making Decision Rights Mapping |  Business Strategy McKinsey 7S |  Decision Making DACI |
|---|---|---|---|---|
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. | 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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 1-4 h or multiple rounds | 90-180 min | 2-4 h | 30-60 min |
Participantsdifferent | 4-12 Experten | 4-12 | 3-12 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Decision Rights Matrix, Agreement | 7S Assessment, Alignment Gaps, Change Actions | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | EstimationExpertsForecasting | DecisionGovernanceAlignmentResponsibility | OrganizationStrategyAlignmentChange | DecisionRolesGovernanceAlignment |