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| Criterion |  Facilitation Alignment Mapping |  Facilitation Six Thinking Hats |  Systems Thinking VUCA Scan |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 h | 45-90 min | 30-90 min | 60–90 min |
Participantsdifferent | 4-12 | 4-12 | 1-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Perspective Notes, Decision Inputs, Action Items | VUCA Map, Response Options, Signal and Learning Plan | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | FacilitationOptionsDecision | SensemakingUncertaintyComplexityStrategyForesight | StakeholdersAlignmentFacilitationChange |