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| Criterion |  Decision Making PERT Estimation |  Systems Thinking Leverage Points |  Systems Thinking Future Reality Tree |  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. | 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. | 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 | High | High |
Timedifferent | 15-45 min | Half day | 2-4 h | Half day |
Participantsdifferent | 1-8 | 3-12 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Leverage Map, Action Strategy | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | EstimationUncertaintyRisk | Systems thinkingChangeStrategy | Theory of ConstraintsSystems thinkingChange | StrategyBusiness modelRiskDiagnosis |