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| Criterion |  Decision Making PERT Estimation |  Facilitation Stakeholder Mapping |  Facilitation 3-Circle Venn Diagram |  Operations Change 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. | 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. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 15-45 min | 60–90 min | 15-45 min | 45-120 min |
Participantsdifferent | 1-8 | 2-8 | 2-8 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Stakeholder Map, Engagement Plan, Risk Notes | Venn Diagram, Overlap Notes, Differentiators | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | EstimationUncertaintyRisk | StakeholdersAlignmentFacilitationChange | ComparisonFacilitationAlignment | ChangeRoot causeTroubleshootingComparison |