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| Criterion |  Systems Thinking VUCA Scan |  Systems Thinking Futures Wheel |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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. | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-90 min | 60-120 min | 60–90 min | 2-4 h |
Participantsdifferent | 1-10 | 3-10 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | VUCA Map, Response Options, Signal and Learning Plan | Futures Wheel, Consequence Chains, Strategic Signals | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | SensemakingUncertaintyComplexityStrategyForesight | ForesightSystems thinkingSignals | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange |