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| Criterion |  Decision Making Wideband Delphi |  Facilitation Stakeholder Salience Model |  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 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. | 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 | Medium | Low | Medium |
Timedifferent | 1-4 h or multiple rounds | 60-90 min | 45-90 min | 45-120 min |
Participantsdifferent | 4-12 Experten | 3-6 | 2-6 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Salience Diagram, Strategy per Class | Communication Plan, Channel Matrix, Message Cadence | Narrative Outline, Key Message, Story Arc |
Tagsno overlap | EstimationExpertsForecasting | StakeholdersFacilitationAlignmentGovernance | CommunicationStakeholdersDeliveryPlanning | CommunicationNarrativeStakeholdersFacilitation |