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| Criterion |  Systems Thinking VUCA Scan |  Facilitation Alignment Mapping |  Decision Making OODA Loop |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | 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 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-90 min | 1-2 h | 15-60 min je Zyklus | 60–90 min |
Participantsdifferent | 1-10 | 4-12 | 1-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | VUCA Map, Response Options, Signal and Learning Plan | Alignment Map, Open Issues, Decision Questions | Situation Assessment, Decision Loop, Action Updates | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | SensemakingUncertaintyComplexityStrategyForesight | AlignmentStakeholdersStrategyFacilitation | DecisionChangeLearningStrategy | StakeholdersAlignmentFacilitationChange |