View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Decision Making PERT Estimation |  Systems Thinking Evaporating Cloud |  Facilitation Dot Estimation |  Systems Thinking Future 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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 15-45 min | 60-120 min | 5-20 min | 2-4 h |
Participantsdifferent | 1-8 | 2-8 | 3-20 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Effort Heatmap, Risk Signals, Discussion Targets | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | EstimationUncertaintyRisk | Theory of ConstraintsAssumptionsSystems thinking | EstimationEffortRisk | Theory of ConstraintsSystems thinkingChange |