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| Criterion |  Facilitation Team Charter |  Systems Thinking VUCA Scan |  Product Strategy KPI Tree |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 2-4 h | 30-90 min | 90-180 min initial, dann laufend | 1-2 h |
Participantsdifferent | 3-12 | 1-10 | 3-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Team Charter, Working Norms, Role Notes | VUCA Map, Response Options, Signal and Learning Plan | KPI Tree, Owner List | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | TeamAlignmentCollaboration | SensemakingUncertaintyComplexityStrategyForesight | MetricsStrategyAlignmentMeasurement | AlignmentStakeholdersStrategyFacilitation |