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| Criterion |  Systems Thinking Current Reality Tree |  Decision Making PERT Estimation |
|---|---|---|
Purposedifferent | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. |
Complexitydifferent | High | Medium |
Timedifferent | 2-6 h | 15-45 min |
Participantsdifferent | 3-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | EstimationUncertaintyRisk |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
