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| Criterion |  Systems Thinking VUCA Scan |  Facilitation Alignment Mapping |  Business Strategy Value Chain Analysis |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | 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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 30-90 min | 1-2 h | Half day | 30-60 min |
Participantsdifferent | 1-10 | 4-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | VUCA Map, Response Options, Signal and Learning Plan | Alignment Map, Open Issues, Decision Questions | Value Chain Map, Lever List | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | SensemakingUncertaintyComplexityStrategyForesight | AlignmentStakeholdersStrategyFacilitation | StrategyBusiness modelDiagnosisAnalysis | StakeholdersFacilitationAlignmentPlanning |