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| Criterion |  Business Strategy Scenario Planning |  Knowledge Modeling Knowledge Mapping |  Decision Making PERT Estimation |  Knowledge Modeling Concept Mapping |
|---|---|---|---|---|
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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 0.5-2 Tage | 1-3 h | 15-45 min | 1-2 h |
Participantsdifferent | 4-12 | 3-12 | 1-8 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Knowledge Map, Critical Knowledge Areas, Transfer Plan | PERT Estimate, Expected Value, Risk Notes | Concept Map, Relationship Labels, Knowledge Gaps |
Tagsno overlap | StrategyUncertaintyPlanning | KnowledgeMappingRisk | EstimationUncertaintyRisk | KnowledgeConceptsMappingSensemaking |