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| Criterion |  Decision Making Wideband Delphi |  Product Strategy DIBB |  Facilitation Stakeholder Salience Model |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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. | 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. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 1-4 h or multiple rounds | 1-2 h | 60-90 min | 90-180 min |
Participantsdifferent | 4-12 Experten | 2-8 | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | DIBB document, Belief list, Bet list, Learning report | Salience Diagram, Strategy per Class | Decision Rights Matrix, Agreement |
Tagsno overlap | EstimationExpertsForecasting | StrategyDecisionAssumptionsHypothesis | StakeholdersFacilitationAlignmentGovernance | DecisionGovernanceAlignmentResponsibility |