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| Criterion |  Decision Making Wideband Delphi |  Decision Making Force Field Analysis |  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 change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | Low | Medium | Low |
Timedifferent | 1-4 h or multiple rounds | 45-90 min | 2-4 h | 30-60 min |
Participantsdifferent | 4-12 Experten | 3-12 | 3-12 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Force Field Map, Change Levers, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | EstimationExpertsForecasting | ChangeDecisionStrategy | OrganizationStrategyAlignmentChange | DecisionRolesGovernanceAlignment |