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| Criterion |  Decision Making Decision Tree |  Decision Making PERT Estimation |  Systems Thinking VUCA Scan |  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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | 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 | Low | Low |
Timedifferent | 30-90 min | 15-45 min | 30-90 min | 45-90 min |
Participantsdifferent | 1-6 | 1-8 | 1-10 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | PERT Estimate, Expected Value, Risk Notes | VUCA Map, Response Options, Signal and Learning Plan | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DecisionTreeOptions | EstimationUncertaintyRisk | SensemakingUncertaintyComplexityStrategyForesight | AssumptionsRiskDecisionDiscovery |