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| Criterion |  Decision Making Wideband Delphi |  Facilitation Power Interest Grid |  Delivery Communication Plan |  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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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 | Low | Low | Medium |
Timedifferent | 1-4 h or multiple rounds | 30-60 min | 45-90 min | 60-90 min |
Participantsdifferent | 4-12 Experten | 2-8 | 2-6 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Power Interest Grid, Strategy per Stakeholder | Communication Plan, Channel Matrix, Message Cadence | Salience Diagram, Strategy per Class |
Tagsno overlap | EstimationExpertsForecasting | StakeholdersFacilitationAlignmentPlanning | CommunicationStakeholdersDeliveryPlanning | StakeholdersFacilitationAlignmentGovernance |