• Used to determine origin of a problem or 'the causes of the causes' behind a problem.
• Visual tool particularly useful in brainstorming in a group setting.
• Can lead to further discussions and suggestions that can help to identify potential solutions.

• Permit the visualisation of complex information.
• Used to make decisions in face of uncertainty.
• Assist a decision-maker in choosing the best alternative solution when one or more elements of the equation are unknown.
• Improve decision-making by integrating probabilities and expected 'payoffs' into the analysis.
• Quantitative forward-looking tool.

Decision tree key

Step 2 - Solve decision tree

• Calculate expected value (EV) of profits from each possible outcome
• Calculate total EV of each of possible outcomes for each option
• Calculate net EV of each option by subtracting the initial costs

• Used to study the factors that are driving change and those that oppose it (restraining forces).
• Each force is assigned a number meant to indicate whether it is relatively powerful (5) or weak (1).
• Once drawing complete, it is possible to visualise which elements need to be modified or shifted in order to create change.
• If driving forces can be reinforced, or restraining forces can be weakened, the desired change is more likely to occur.

• Visual tool used to plan complex projects and schedules, and can be used to facilitate project management.
• Steps required to complete a project are shown, along with their timing and duration.
• User required to think through which tasks must be completed before others begin, or which can be done simultaneously.
• The chart may also indicate who is responsible for carrying of the various tasks.
• Assign resources needed to complete the tasks, i.e. time to complete each step of the project; resources such as people, equipment and machines needed for each step; and lags that might occur.