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| Criterion |  Systems Thinking VUCA Scan |  Product Strategy Impact Mapping |  Systems Thinking Theory of Change |  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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | 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 | High | High |
Timedifferent | 30-90 min | 45-90 min | 2-6 h | 0.5-2 Tage |
Participantsdifferent | 1-10 | 3-8 | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | VUCA Map, Response Options, Signal and Learning Plan | Impact Map, Outcome Hypotheses, Delivery Options | Theory of Change Map, Assumptions, Outcome Measures | Scenario Set, Strategic Implications, Robust Options |
Tags1 shared | SensemakingUncertaintyComplexityStrategyForesight | OutcomesStrategyBehaviorPlanning | ImpactOutcomesSystems thinkingStrategy | StrategyUncertaintyPlanning |