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| Criterion |  Decision Making Wideband Delphi |  Facilitation Stakeholder Salience Model |  Decision Making Decision Rights Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 1-4 h or multiple rounds | 60-90 min | 90-180 min | 30-60 min |
Participantsdifferent | 4-12 Experten | 3-6 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Salience Diagram, Strategy per Class | Decision Rights Matrix, Agreement | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | EstimationExpertsForecasting | StakeholdersFacilitationAlignmentGovernance | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentPlanning |