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| Criterion |  Decision Making Decision Tree |  Product Strategy DIBB |  Systems Thinking VUCA Scan |  Decision Making Argument Mapping |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 30-90 min | 1-2 h | 30-90 min | 1-3 h |
Participantsdifferent | 1-6 | 2-8 | 1-10 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | DIBB document, Belief list, Bet list, Learning report | VUCA Map, Response Options, Signal and Learning Plan | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | DecisionTreeOptions | StrategyDecisionAssumptionsHypothesis | SensemakingUncertaintyComplexityStrategyForesight | SensemakingDecisionRationale |