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| Criterion |  Facilitation Expectation Mapping |  Systems Thinking Futures Wheel |  Systems Thinking VUCA Scan |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 45-90 min | 60-120 min | 30-90 min | 1-2 h |
Participantsdifferent | 3-12 | 3-10 | 1-10 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Futures Wheel, Consequence Chains, Strategic Signals | VUCA Map, Response Options, Signal and Learning Plan | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | AlignmentStakeholdersTeam | ForesightSystems thinkingSignals | SensemakingUncertaintyComplexityStrategyForesight | AlignmentStakeholdersStrategyFacilitation |