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| Criterion |  Decision Making PERT Estimation |  Facilitation Stakeholder Mapping |  Decision Making Assumption Surfacing |  Facilitation Problem Framing Workshop |
|---|---|---|---|---|
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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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. | When a team works on symptoms but the real question stays fuzzy, a Problem Framing Workshop sharpens the view of the right problem. It separates observation, interpretation, and target picture from each other. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 15-45 min | 60–90 min | 45-90 min | 60-120 min |
Participantsdifferent | 1-8 | 2-8 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Stakeholder Map, Engagement Plan, Risk Notes | Assumption List, Critical Assumptions, Learning Plan | Problem Statement, Scope Boundaries, Assumption List, Next Analysis Questions |
Tagsno overlap | EstimationUncertaintyRisk | StakeholdersAlignmentFacilitationChange | AssumptionsRiskDecisionDiscovery | FacilitationAlignmentDiscovery |