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| Criterion |  Decision Making PERT Estimation |  Systems Thinking Leverage Points |  Decision Making Three-Point Estimation |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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 single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 15-45 min | Half day | 10-30 min je Item | 45-90 min |
Participantsdifferent | 1-8 | 3-12 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Leverage Map, Action Strategy | Three-Point Estimate, Risk Range, Assumption Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | EstimationUncertaintyRisk | Systems thinkingChangeStrategy | EstimationUncertaintyForecasting | ChangeDecisionStrategy |