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| Criterion |  Systems Thinking CATWOE Analysis |  Systems Thinking VUCA Scan |  Systems Thinking Leverage Points |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
Purposedifferent | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 45-90 min | 30-90 min | Half day | 60-180 min |
Participantsdifferent | 3-8 | 1-10 | 3-12 | 4-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | VUCA Map, Response Options, Signal and Learning Plan | Leverage Map, Action Strategy | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | Systems thinkingFramingStakeholders | SensemakingUncertaintyComplexityStrategyForesight | Systems thinkingChangeStrategy | ComplexitySensemakingDecision |