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| Criterion |  Decision Making PERT Estimation |  Systems Thinking Evaporating Cloud |  Systems Thinking Intervention Mapping |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 15-45 min | 60-120 min | 1-5 Tage | 45-90 min |
Participantsdifferent | 1-8 | 2-8 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | EstimationUncertaintyRisk | Theory of ConstraintsAssumptionsSystems thinking | ChangeSystems thinkingCapability | AssumptionsRiskDecisionDiscovery |