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| Criterion |  Systems Thinking VUCA Scan |  Team Design Spotify Model Mapping |  Facilitation Power Interest Grid |  Facilitation Expectation 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. | When a team landscape has grown without clear grouping, it maps roles and relationships onto the Spotify model. It clarifies responsibility, interaction, and load between teams. The result is captured as a Spotify model map and action list. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-90 min | 90-180 min | 30-60 min | 45-90 min |
Participantsdifferent | 1-10 | 5-15 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | VUCA Map, Response Options, Signal and Learning Plan | Spotify Model Map, Action List | Power Interest Grid, Strategy per Stakeholder | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | SensemakingUncertaintyComplexityStrategyForesight | TeamOrganizationAlignmentDiagnosis | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersTeam |