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| Criterion |  Decision Making Decision Matrix |  Decision Making PERT Estimation |  Decision Making Decision Tree |  Decision Making Decision Framing Workshop |
|---|---|---|---|---|
Purposedifferent | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | 15-45 min | 30-90 min | 60-120 min |
Participantsdifferent | 2-8 | 1-8 | 1-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | PERT Estimate, Expected Value, Risk Notes | Decision Tree, Option Map, Assumption List | Decision Frame, Decision Question, Criteria List, Evidence Plan |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | EstimationUncertaintyRisk | DecisionTreeOptions | Decision framingAlignmentCriteriaOptions |