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| Criterion |  Decision Making Wideband Delphi |  Facilitation Six Thinking Hats |  Facilitation Alignment Mapping |  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. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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. | 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 | 45-90 min | 1-2 h | 1-4 Wochen |
Participantsdifferent | 4-12 Experten | 4-12 | 4-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Perspective Notes, Decision Inputs, Action Items | Alignment Map, Open Issues, Decision Questions | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationExpertsForecasting | FacilitationOptionsDecision | AlignmentStakeholdersStrategyFacilitation | ForecastingExpertsDecisionStrategy |