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| Criterion |  Product Strategy Impact Mapping |  Systems Thinking Theory of Change |  Systems Thinking VUCA Scan |
|---|---|---|---|
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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | 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 | High | Low |
Timedifferent | 45-90 min | 2-6 h | 30-90 min |
Participantsdifferent | 3-8 | 4-12 | 1-10 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Theory of Change Map, Assumptions, Outcome Measures | VUCA Map, Response Options, Signal and Learning Plan |
Tags1 shared | OutcomesStrategyBehaviorPlanning | ImpactOutcomesSystems thinkingStrategy | SensemakingUncertaintyComplexityStrategyForesight |
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