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| Criterion |  Business Strategy Scenario Planning |  Decision Making Argument Mapping |  Systems Thinking VUCA Scan |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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. | 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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 0.5-2 Tage | 1-3 h | 30-90 min | 30-90 min |
Participantsdifferent | 4-12 | 1-8 | 1-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Argument Map, Evidence Gaps, Decision Rationale | VUCA Map, Response Options, Signal and Learning Plan | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | StrategyUncertaintyPlanning | SensemakingDecisionRationale | SensemakingUncertaintyComplexityStrategyForesight | ConstraintsDecisionPlanningOptions |