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| Criterion |  Decision Making Three-Point Estimation |  Decision Making RAPID |  Systems Thinking VUCA Scan |  Decision Making Argument Mapping |
|---|---|---|---|---|
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 complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 10-30 min je Item | 45-90 min | 30-90 min | 1-3 h |
Participantsdifferent | 1-8 | 3-12 | 1-10 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | RAPID Role Map, Recommendation, Decision Log | VUCA Map, Response Options, Signal and Learning Plan | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | EstimationUncertaintyForecasting | DecisionRolesGovernance | SensemakingUncertaintyComplexityStrategyForesight | SensemakingDecisionRationale |