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| Criterion |  Facilitation Six Thinking Hats |  Systems Thinking VUCA Scan |  Facilitation Alignment Mapping |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
Purposedifferent | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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 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. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 45-90 min | 30-90 min | 1-2 h | 60-180 min |
Participantsdifferent | 4-12 | 1-10 | 4-12 | 4-20 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | VUCA Map, Response Options, Signal and Learning Plan | Alignment Map, Open Issues, Decision Questions | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | FacilitationOptionsDecision | SensemakingUncertaintyComplexityStrategyForesight | AlignmentStakeholdersStrategyFacilitation | ComplexitySensemakingDecision |