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| Criterion |  Decision Making Wideband Delphi |  Decision Making Decision Rights Mapping |  Facilitation Stakeholder Salience Model |  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. | 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. | 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 | 90-180 min | 60-90 min | 1-4 Wochen |
Participantsdifferent | 4-12 Experten | 4-12 | 3-6 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Decision Rights Matrix, Agreement | Salience Diagram, Strategy per Class | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationExpertsForecasting | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentGovernance | ForecastingExpertsDecisionStrategy |