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| Criterion |  Decision Making Wideband Delphi |  Business Strategy McKinsey 7S |  Systems Thinking Evaporating Cloud |  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. | 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 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 | 2-4 h | 60-120 min | 1-4 Wochen |
Participantsdifferent | 4-12 Experten | 3-12 | 2-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | 7S Assessment, Alignment Gaps, Change Actions | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationExpertsForecasting | OrganizationStrategyAlignmentChange | Theory of ConstraintsAssumptionsSystems thinking | ForecastingExpertsDecisionStrategy |