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| Criterion |  Systems Thinking VUCA Scan |  Product Strategy Impact Mapping |  Facilitation Stakeholder Mapping |  Business Strategy Scenario Planning |
|---|---|---|---|---|
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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | 30-90 min | 45-90 min | 60–90 min | 0.5-2 Tage |
Participantsdifferent | 1-10 | 3-8 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | VUCA Map, Response Options, Signal and Learning Plan | Impact Map, Outcome Hypotheses, Delivery Options | Stakeholder Map, Engagement Plan, Risk Notes | Scenario Set, Strategic Implications, Robust Options |
Tagsno overlap | SensemakingUncertaintyComplexityStrategyForesight | OutcomesStrategyBehaviorPlanning | StakeholdersAlignmentFacilitationChange | StrategyUncertaintyPlanning |