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| Criterion |  Decision Making PERT Estimation |  Systems Thinking Current Reality Tree |
|---|---|---|
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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | High |
Timedifferent | 15-45 min | 2-6 h |
Participantsdifferent | 1-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | EstimationUncertaintyRisk | Systems thinkingRoot causeConstraintsCausality |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
