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| Criterion |  Systems Thinking VUCA Scan |  Decision Making Delphi Method |  Decision Making Decision Rights Mapping |  Facilitation Alignment 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 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 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 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 30-90 min | 1-4 Wochen | 90-180 min | 1-2 h |
Participantsdifferent | 1-10 | 6-30 Experten | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | VUCA Map, Response Options, Signal and Learning Plan | Expert Forecast, Consensus Range, Assumption Notes | Decision Rights Matrix, Agreement | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | SensemakingUncertaintyComplexityStrategyForesight | ForecastingExpertsDecisionStrategy | DecisionGovernanceAlignmentResponsibility | AlignmentStakeholdersStrategyFacilitation |