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| Criterion |  Decision Making Wideband Delphi |  Systems Thinking Evaporating Cloud |  Facilitation Alignment Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 1-4 h or multiple rounds | 60-120 min | 1-2 h | 60-90 min |
Participantsdifferent | 4-12 Experten | 2-8 | 4-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class |
Tagsno overlap | EstimationExpertsForecasting | Theory of ConstraintsAssumptionsSystems thinking | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance |