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| Criterion |  Decision Making Wideband Delphi |  Facilitation Stakeholder Salience Model |  Facilitation Storytelling |  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. | 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. | 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 | 45-120 min | 30-60 min |
Participantsdifferent | 4-12 Experten | 3-6 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Salience Diagram, Strategy per Class | Narrative Outline, Key Message, Story Arc | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | EstimationExpertsForecasting | StakeholdersFacilitationAlignmentGovernance | CommunicationNarrativeStakeholdersFacilitation | StakeholdersFacilitationAlignmentPlanning |