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| Criterion |  Decision Making Three-Point Estimation |  Decision Making Force Field Analysis |  Systems Thinking Future Reality Tree |  Product Strategy DIBB |
|---|---|---|---|---|
Purposedifferent | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption 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. | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 10-30 min je Item | 45-90 min | 2-4 h | 1-2 h |
Participantsdifferent | 1-8 | 3-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Force Field Map, Change Levers, Risk Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | EstimationUncertaintyForecasting | ChangeDecisionStrategy | Theory of ConstraintsSystems thinkingChange | StrategyDecisionAssumptionsHypothesis |