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| Criterion |  Product Strategy Impact Mapping |  Decision Making Assumption Surfacing |  Systems Thinking VUCA Scan |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 45-90 min | 45-90 min | 30-90 min | 1-4 h |
Participantsdifferent | 3-8 | 2-8 | 1-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Assumption List, Critical Assumptions, Learning Plan | VUCA Map, Response Options, Signal and Learning Plan | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | AssumptionsRiskDecisionDiscovery | SensemakingUncertaintyComplexityStrategyForesight | RiskDecisionSensemaking |