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| Criterion |  Decision Making PERT Estimation |  Decision Making Assumption Surfacing |  Systems Thinking Future Reality Tree |  Facilitation Dot Estimation |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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 | Low | High | Low |
Timedifferent | 15-45 min | 45-90 min | 2-4 h | 5-20 min |
Participantsdifferent | 1-8 | 2-8 | 3-8 | 3-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Assumption List, Critical Assumptions, Learning Plan | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | EstimationUncertaintyRisk | AssumptionsRiskDecisionDiscovery | Theory of ConstraintsSystems thinkingChange | EstimationEffortRisk |