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| Criterion |  Facilitation Dot Estimation |  Business Strategy TOWS Matrix |  Decision Making PERT Estimation |  Decision Making Option Framing |
|---|---|---|---|---|
Purposedifferent | 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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | 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. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 5-20 min | 1-2 h | 15-45 min | 45-120 min |
Participantsdifferent | 3-20 | 3-10 | 1-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Effort Heatmap, Risk Signals, Discussion Targets | TOWS Matrix, Strategic Options, Priority Actions | PERT Estimate, Expected Value, Risk Notes | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs |
Tagsno overlap | EstimationEffortRisk | StrategyAnalysisOptions | EstimationUncertaintyRisk | OptionsDecision framingStrategyComparison |