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| Criterion |  Systems Thinking VUCA Scan |  Facilitation Expectation Mapping |  Business Strategy Balanced Scorecard |  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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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 | Low | High | Medium |
Timedifferent | 30-90 min | 45-90 min | Halber Tag bis mehrere Wochen | 1-2 h |
Participantsdifferent | 1-10 | 3-12 | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | VUCA Map, Response Options, Signal and Learning Plan | Expectation Map, Alignment Notes, Agreements | Balanced Scorecard, Strategic Measures, Initiative Map | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | SensemakingUncertaintyComplexityStrategyForesight | AlignmentStakeholdersTeam | StrategyMetricsExecution | AlignmentStakeholdersStrategyFacilitation |