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| Criterion |  Business Strategy Value Chain Analysis |  Systems Thinking VUCA Scan |  Decision Making Cynefin Workshop |  Decision Making Argument Mapping |
|---|---|---|---|---|
Purposedifferent | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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 problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Half day | 30-90 min | 60-180 min | 1-3 h |
Participantsdifferent | 3-8 | 1-10 | 4-20 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | VUCA Map, Response Options, Signal and Learning Plan | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | SensemakingUncertaintyComplexityStrategyForesight | ComplexitySensemakingDecision | SensemakingDecisionRationale |