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| Criterion |  Knowledge Modeling IBIS |  Systems Thinking VUCA Scan |  Decision Making Red Teaming |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
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. | 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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 1-3 h | 30-90 min | 1-4 h | Half day |
Participantsdifferent | 2-8 | 1-10 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Issue Map, Positions, Argument Notes | VUCA Map, Response Options, Signal and Learning Plan | Challenge Findings, Risk Register, Mitigation Plan | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | RationaleKnowledgeDecision | SensemakingUncertaintyComplexityStrategyForesight | RiskDecisionSensemaking | StrategyBusiness modelRiskDiagnosis |