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| Criterion |  Facilitation Timeline |  Systems Thinking VUCA Scan |  Business Strategy Scenario Planning |  Product Strategy Impact Mapping |
|---|---|---|---|---|
Purposedifferent | When a project, incident, or change process is only remembered in fragments, Timeline brings the sequence back into a readable form. It makes turning points, precursors, and after-effects recognizable over the course of time. | 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. | 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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 30-90 min | 30-90 min | 0.5-2 Tage | 45-90 min |
Participantsdifferent | 2-12 | 1-10 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Timeline, Milestones, Insight Notes | VUCA Map, Response Options, Signal and Learning Plan | Scenario Set, Strategic Implications, Robust Options | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | TimelineFacilitationSequence | SensemakingUncertaintyComplexityStrategyForesight | StrategyUncertaintyPlanning | OutcomesStrategyBehaviorPlanning |