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| Criterion |  Systems Thinking VUCA Scan |  Business Strategy Scenario Planning |  Operations ALPEN Method |  Product Strategy Impact Mapping |
|---|---|---|---|---|
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. | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30-90 min | 0.5-2 Tage | 10-20 min daily | 45-90 min |
Participantsdifferent | 1-10 | 4-12 | 1 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | VUCA Map, Response Options, Signal and Learning Plan | Scenario Set, Strategic Implications, Robust Options | Daily Plan, Time Estimates, Review Notes | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | SensemakingUncertaintyComplexityStrategyForesight | StrategyUncertaintyPlanning | PlanningTime managementProductivityOperations | OutcomesStrategyBehaviorPlanning |