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| Criterion |  Decision Making Argument Mapping |  Business Strategy Value Chain Analysis |  Systems Thinking VUCA Scan |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
Purposedifferent | 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 1-3 h | Half day | 30-90 min | 1-2 h |
Participantsdifferent | 1-8 | 3-8 | 1-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Value Chain Map, Lever List | VUCA Map, Response Options, Signal and Learning Plan | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | SensemakingDecisionRationale | StrategyBusiness modelDiagnosisAnalysis | SensemakingUncertaintyComplexityStrategyForesight | Business modelStrategyValueInnovation |