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| Criterion |  Systems Thinking VUCA Scan |  Decision Making Decision Rights Mapping |  Decision Making Delphi Method |  Decision Making DACI |
|---|---|---|---|---|
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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 30-90 min | 90-180 min | 1-4 Wochen | 30-60 min |
Participantsdifferent | 1-10 | 4-12 | 6-30 Experten | 2-10 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | VUCA Map, Response Options, Signal and Learning Plan | Decision Rights Matrix, Agreement | Expert Forecast, Consensus Range, Assumption Notes | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | SensemakingUncertaintyComplexityStrategyForesight | DecisionGovernanceAlignmentResponsibility | ForecastingExpertsDecisionStrategy | DecisionRolesGovernanceAlignment |