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| Criterion |  Decision Making Wideband Delphi |  Facilitation Power Interest Grid |  Delivery Communication Plan |  Facilitation Storytelling |
|---|---|---|---|---|
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 an insight needs to have an effect, storytelling translates dry facts into a comprehensible development. It combines context, tension, and consequence into a form that people remember and pass on more easily. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | 1-4 h or multiple rounds | 30-60 min | 45-90 min | 45-120 min |
Participantsdifferent | 4-12 Experten | 2-8 | 2-6 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Power Interest Grid, Strategy per Stakeholder | Communication Plan, Channel Matrix, Message Cadence | Narrative Outline, Key Message, Story Arc |
Tagsno overlap | EstimationExpertsForecasting | StakeholdersFacilitationAlignmentPlanning | CommunicationStakeholdersDeliveryPlanning | CommunicationNarrativeStakeholdersFacilitation |