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| Criterion |  Decision Making PERT Estimation |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 15-45 min | Half day | 45-90 min | Half day |
Participantsdifferent | 1-8 | 3-12 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | EstimationUncertaintyRisk | Systems thinkingChangeStrategy | ChangeDecisionStrategy | StrategyBusiness modelRiskDiagnosis |