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| Criterion |  Decision Making PERT Estimation |  Knowledge Modeling IBIS |  Systems Thinking VUCA Scan |  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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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. | 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 | Low | Low |
Timedifferent | 15-45 min | 1-3 h | 30-90 min | 45-90 min |
Participantsdifferent | 1-8 | 2-8 | 1-10 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Issue Map, Positions, Argument Notes | VUCA Map, Response Options, Signal and Learning Plan | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | EstimationUncertaintyRisk | RationaleKnowledgeDecision | SensemakingUncertaintyComplexityStrategyForesight | AssumptionsRiskDecisionDiscovery |