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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking Futures Wheel |  Decision Making Argument Mapping |  Systems Thinking VUCA Scan |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | 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. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 60-120 min | 1-3 h | 30-90 min |
Participantsdifferent | 2-8 | 3-10 | 1-8 | 1-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Futures Wheel, Consequence Chains, Strategic Signals | Argument Map, Evidence Gaps, Decision Rationale | VUCA Map, Response Options, Signal and Learning Plan |
Tagsno overlap | StrategyAnalysisPlanning | ForesightSystems thinkingSignals | SensemakingDecisionRationale | SensemakingUncertaintyComplexityStrategyForesight |