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| Criterion |  Decision Making PERT Estimation |  Product Strategy DIBB |  Knowledge Modeling Concept Mapping |  Systems Thinking VUCA Scan |
|---|---|---|---|---|
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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 15-45 min | 1-2 h | 1-2 h | 30-90 min |
Participantsdifferent | 1-8 | 2-8 | 1-8 | 1-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | DIBB document, Belief list, Bet list, Learning report | Concept Map, Relationship Labels, Knowledge Gaps | VUCA Map, Response Options, Signal and Learning Plan |
Tagsno overlap | EstimationUncertaintyRisk | StrategyDecisionAssumptionsHypothesis | KnowledgeConceptsMappingSensemaking | SensemakingUncertaintyComplexityStrategyForesight |