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| Criterion |  Decision Making PERT Estimation |  Business Strategy TOWS Matrix |  Decision Making Option Framing |  Decision Making Decision 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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | When a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 15-45 min | 1-2 h | 45-120 min | 60-120 min |
Participantsdifferent | 1-8 | 3-10 | 3-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | TOWS Matrix, Strategic Options, Priority Actions | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Decision Frame, Decision Question, Criteria List, Evidence Plan |
Tagsno overlap | EstimationUncertaintyRisk | StrategyAnalysisOptions | OptionsDecision framingStrategyComparison | Decision framingAlignmentCriteriaOptions |