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| Criterion |  Systems Thinking VUCA Scan |  Systems Thinking Soft Systems Methodology |  Systems Thinking Theory of Change |  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. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | 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. | 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 | High | Medium |
Timedifferent | 30-90 min | 0.5-3 Tage | 2-6 h | 45-90 min |
Participantsdifferent | 1-10 | 5-15 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | VUCA Map, Response Options, Signal and Learning Plan | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Theory of Change Map, Assumptions, Outcome Measures | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | SensemakingUncertaintyComplexityStrategyForesight | Soft systemsComplexitySensemakingSystems thinking | ImpactOutcomesSystems thinkingStrategy | OutcomesStrategyBehaviorPlanning |