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| Criterion |  Facilitation Mind Mapping |  Decision Making PERT Estimation |  Knowledge Modeling Knowledge Mapping |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
Purposedifferent | When a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | 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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 15-45 min | 15-45 min | 1-3 h | 30-60 min |
Participantsdifferent | 1-10 | 1-8 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | PERT Estimate, Expected Value, Risk Notes | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | EstimationUncertaintyRisk | KnowledgeMappingRisk | BrainstormingIdeationCreativityRisk |