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| Criterion |  Decision Making PERT Estimation |  Decision Making Decision Tree |  Decision Making Argument Mapping |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 15-45 min | 30-90 min | 1-3 h | 30-90 min |
Participantsdifferent | 1-8 | 1-6 | 1-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Decision Tree, Option Map, Assumption List | Argument Map, Evidence Gaps, Decision Rationale | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | EstimationUncertaintyRisk | DecisionTreeOptions | SensemakingDecisionRationale | ConstraintsDecisionPlanningOptions |