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| Criterion |  Product Strategy KPI Tree |  Systems Thinking VUCA Scan |  Decision Making Argument Mapping |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | 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 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 90-180 min initial, dann laufend | 30-90 min | 1-3 h | 1-2 h |
Participantsdifferent | 3-8 | 1-10 | 1-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | KPI Tree, Owner List | VUCA Map, Response Options, Signal and Learning Plan | Argument Map, Evidence Gaps, Decision Rationale | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | MetricsStrategyAlignmentMeasurement | SensemakingUncertaintyComplexityStrategyForesight | SensemakingDecisionRationale | AlignmentStakeholdersStrategyFacilitation |