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| Criterion |  Decision Making Decision Tree |  Decision Making PERT Estimation |  Decision Making Cynefin Workshop |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 30-90 min | 15-45 min | 60-180 min | 45-90 min |
Participantsdifferent | 1-6 | 1-8 | 4-20 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | PERT Estimate, Expected Value, Risk Notes | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DecisionTreeOptions | EstimationUncertaintyRisk | ComplexitySensemakingDecision | AssumptionsRiskDecisionDiscovery |