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| Criterion |  Decision Making Cynefin Workshop |  Systems Thinking VUCA Scan |  Facilitation Stakeholder Mapping |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 60-180 min | 30-90 min | 60–90 min | 15-60 min je Zyklus |
Participantsdifferent | 4-20 | 1-10 | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Cynefin Map, Domain-specific Actions, Sensemaking Notes | VUCA Map, Response Options, Signal and Learning Plan | Stakeholder Map, Engagement Plan, Risk Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ComplexitySensemakingDecision | SensemakingUncertaintyComplexityStrategyForesight | StakeholdersAlignmentFacilitationChange | DecisionChangeLearningStrategy |