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| Criterion |  Systems Thinking VUCA Scan |  Facilitation Power Interest Grid |  Facilitation Expectation 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. | 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. | 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 | Low | High |
Timedifferent | 30-90 min | 30-60 min | 45-90 min | 0.5-2 Tage |
Participantsdifferent | 1-10 | 2-8 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | VUCA Map, Response Options, Signal and Learning Plan | Power Interest Grid, Strategy per Stakeholder | Expectation Map, Alignment Notes, Agreements | Scenario Set, Strategic Implications, Robust Options |
Tagsno overlap | SensemakingUncertaintyComplexityStrategyForesight | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersTeam | StrategyUncertaintyPlanning |