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| Criterion |  Decision Making PERT Estimation |  Systems Thinking Leverage Points |  Systems Thinking Intervention Mapping |  Facilitation Dot Estimation |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | High | High | Low |
Timedifferent | 15-45 min | Half day | 1-5 Tage | 5-20 min |
Participantsdifferent | 1-8 | 3-12 | 4-12 | 3-20 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Leverage Map, Action Strategy | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | EstimationUncertaintyRisk | Systems thinkingChangeStrategy | ChangeSystems thinkingCapability | EstimationEffortRisk |