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| Criterion |  Decision Making Three-Point Estimation |  Systems Thinking Futures Wheel |  Product Strategy DIBB |  Systems Thinking VUCA Scan |
|---|---|---|---|---|
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. | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | 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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 10-30 min je Item | 60-120 min | 1-2 h | 30-90 min |
Participantsdifferent | 1-8 | 3-10 | 2-8 | 1-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Futures Wheel, Consequence Chains, Strategic Signals | DIBB document, Belief list, Bet list, Learning report | VUCA Map, Response Options, Signal and Learning Plan |
Tagsno overlap | EstimationUncertaintyForecasting | ForesightSystems thinkingSignals | StrategyDecisionAssumptionsHypothesis | SensemakingUncertaintyComplexityStrategyForesight |