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| Criterion |  Knowledge Modeling IBIS |  Product Strategy Impact Mapping |  Systems Thinking VUCA Scan |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
Purposedifferent | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 45-90 min | 30-90 min | 60-180 min |
Participantsdifferent | 2-8 | 3-8 | 1-10 | 4-20 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Issue Map, Positions, Argument Notes | Impact Map, Outcome Hypotheses, Delivery Options | VUCA Map, Response Options, Signal and Learning Plan | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | RationaleKnowledgeDecision | OutcomesStrategyBehaviorPlanning | SensemakingUncertaintyComplexityStrategyForesight | ComplexitySensemakingDecision |