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| Criterion |  Business Strategy Scenario Planning |  Systems Thinking VUCA Scan |  Decision Making Constraint Analysis |  Decision Making Decision Tree |
|---|---|---|---|---|
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. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | 0.5-2 Tage | 30-90 min | 30-90 min | 30-90 min |
Participantsdifferent | 4-12 | 1-10 | 2-8 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | VUCA Map, Response Options, Signal and Learning Plan | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Tree, Option Map, Assumption List |
Tagsno overlap | StrategyUncertaintyPlanning | SensemakingUncertaintyComplexityStrategyForesight | ConstraintsDecisionPlanningOptions | DecisionTreeOptions |