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| Criterion |  Facilitation Dot Estimation |  Systems Thinking VUCA Scan |  Decision Making Delphi Method |  Decision Making PERT Estimation |
|---|---|---|---|---|
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 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 5-20 min | 30-90 min | 1-4 Wochen | 15-45 min |
Participantsdifferent | 3-20 | 1-10 | 6-30 Experten | 1-8 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Effort Heatmap, Risk Signals, Discussion Targets | VUCA Map, Response Options, Signal and Learning Plan | Expert Forecast, Consensus Range, Assumption Notes | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | EstimationEffortRisk | SensemakingUncertaintyComplexityStrategyForesight | ForecastingExpertsDecisionStrategy | EstimationUncertaintyRisk |