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| Criterion |  Systems Thinking VUCA Scan |  Facilitation Power Interest Grid |  Knowledge Modeling Concept 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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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 | Low | Medium | High |
Timedifferent | 30-90 min | 30-60 min | 1-2 h | 0.5-2 Tage |
Participantsdifferent | 1-10 | 2-8 | 1-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | VUCA Map, Response Options, Signal and Learning Plan | Power Interest Grid, Strategy per Stakeholder | Concept Map, Relationship Labels, Knowledge Gaps | Scenario Set, Strategic Implications, Robust Options |
Tagsno overlap | SensemakingUncertaintyComplexityStrategyForesight | StakeholdersFacilitationAlignmentPlanning | KnowledgeConceptsMappingSensemaking | StrategyUncertaintyPlanning |