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| Criterion |  Systems Thinking Evaporating Cloud |  Decision Making PERT Estimation |  Systems Thinking Intervention Mapping |  Facilitation Dot Estimation |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 60-120 min | 15-45 min | 1-5 Tage | 5-20 min |
Participantsdifferent | 2-8 | 1-8 | 4-12 | 3-20 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | PERT Estimate, Expected Value, Risk Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | EstimationUncertaintyRisk | ChangeSystems thinkingCapability | EstimationEffortRisk |