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| Criterion |  Decision Making Decision Tree |  Decision Making PERT Estimation |  Facilitation Dot Estimation |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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 size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 30-90 min | 15-45 min | 5-20 min | 30-90 min |
Participantsdifferent | 1-6 | 1-8 | 3-20 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | PERT Estimate, Expected Value, Risk Notes | Effort Heatmap, Risk Signals, Discussion Targets | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | DecisionTreeOptions | EstimationUncertaintyRisk | EstimationEffortRisk | ConstraintsDecisionPlanningOptions |