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| Criterion |  Systems Thinking Theory of Change |  Business Strategy GAP Analysis |  Systems Thinking VUCA Scan |
|---|---|---|---|
Purposedifferent | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | 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 | High | Medium | Low |
Timedifferent | 2-6 h | 1-3 h | 30-90 min |
Participantsdifferent | 4-12 | 2-8 | 1-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Theory of Change Map, Assumptions, Outcome Measures | Gap Matrix, Action Plan, Risk Notes | VUCA Map, Response Options, Signal and Learning Plan |
Tags1 shared | ImpactOutcomesSystems thinkingStrategy | StrategyAnalysisPlanning | SensemakingUncertaintyComplexityStrategyForesight |
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