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| Criterion |  Operations DMAIC |  Systems Thinking VUCA Scan |  Systems Thinking Soft Systems Methodology |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come 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. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | 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. |
Complexitydifferent | High | Low | High | High |
Timedifferent | 2-12 Wochen | 30-90 min | 0.5-3 Tage | Half day |
Participantsdifferent | 3-10 | 1-10 | 5-15 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | VUCA Map, Response Options, Signal and Learning Plan | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Leverage Map, Action Strategy |
Tagsno overlap | Continuous improvementQualityProcess improvement | SensemakingUncertaintyComplexityStrategyForesight | Soft systemsComplexitySensemakingSystems thinking | Systems thinkingChangeStrategy |