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| Criterion |  Decision Making PERT Estimation |  Systems Thinking Systems Mapping |  Systems Thinking Evaporating Cloud |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 15-45 min | 1-3 h | 60-120 min | 2-4 h |
Participantsdifferent | 1-8 | 3-12 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | System Map, Dependencies, Leverage Points | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | EstimationUncertaintyRisk | Systems thinkingMappingBoundariesChange | Theory of ConstraintsAssumptionsSystems thinking | Theory of ConstraintsSystems thinkingChange |