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| Criterion |  Team Design Team Cognitive Load Assessment |  Business Strategy Scenario Planning |  Business Strategy GAP Analysis |  Systems Thinking VUCA Scan |
|---|---|---|---|---|
Purposedifferent | When a team juggles too many domains, systems, or handoffs, it measures mental overload as an organizational problem. It clarifies responsibility, interaction, and load between teams. The result is captured as a cognitive-load profile and action list. | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 60-90 min | 0.5-2 Tage | 1-3 h | 30-90 min |
Participantsdifferent | 3-12 | 4-12 | 2-8 | 1-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Cognitive Load Profile, Action List | Scenario Set, Strategic Implications, Robust Options | Gap Matrix, Action Plan, Risk Notes | VUCA Map, Response Options, Signal and Learning Plan |
Tagsno overlap | TeamComplexityImprovementDiagnosis | StrategyUncertaintyPlanning | StrategyAnalysisPlanning | SensemakingUncertaintyComplexityStrategyForesight |