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| Criterion |  Decision Making Wideband Delphi |  Business Strategy McKinsey 7S |  Systems Thinking Evaporating Cloud |  Facilitation Alignment 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. | 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. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 1-4 h or multiple rounds | 2-4 h | 60-120 min | 1-2 h |
Participantsdifferent | 4-12 Experten | 3-12 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | 7S Assessment, Alignment Gaps, Change Actions | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | EstimationExpertsForecasting | OrganizationStrategyAlignmentChange | Theory of ConstraintsAssumptionsSystems thinking | AlignmentStakeholdersStrategyFacilitation |