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| Criterion |  Facilitation Team Charter |  Systems Thinking VUCA Scan |  Facilitation Expectation Mapping |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 2-4 h | 30-90 min | 45-90 min | 90-180 min initial, dann laufend |
Participantsdifferent | 3-12 | 1-10 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Team Charter, Working Norms, Role Notes | VUCA Map, Response Options, Signal and Learning Plan | Expectation Map, Alignment Notes, Agreements | KPI Tree, Owner List |
Tagsno overlap | TeamAlignmentCollaboration | SensemakingUncertaintyComplexityStrategyForesight | AlignmentStakeholdersTeam | MetricsStrategyAlignmentMeasurement |