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| Criterion |  Systems Thinking VUCA Scan |  Facilitation Expectation Mapping |  Decision Making RAPID |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-90 min | 45-90 min | 45-90 min | 60-180 min |
Participantsdifferent | 1-10 | 3-12 | 3-12 | 4-20 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | VUCA Map, Response Options, Signal and Learning Plan | Expectation Map, Alignment Notes, Agreements | RAPID Role Map, Recommendation, Decision Log | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | SensemakingUncertaintyComplexityStrategyForesight | AlignmentStakeholdersTeam | DecisionRolesGovernance | ComplexitySensemakingDecision |