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| Criterion |  Systems Thinking Systems Mapping |  Decision Making PERT Estimation |  Decision Making Force Field Analysis |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 15-45 min | 45-90 min | 45-90 min |
Participantsdifferent | 3-12 | 1-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | PERT Estimate, Expected Value, Risk Notes | Force Field Map, Change Levers, Risk Notes | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | Systems thinkingMappingBoundariesChange | EstimationUncertaintyRisk | ChangeDecisionStrategy | AssumptionsRiskDecisionDiscovery |