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| Criterion |  Systems Thinking VUCA Scan |  Facilitation Stakeholder Mapping |  Business Strategy Scenario Planning |  Facilitation Alignment 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 30-90 min | 60–90 min | 0.5-2 Tage | 1-2 h |
Participantsdifferent | 1-10 | 2-8 | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | VUCA Map, Response Options, Signal and Learning Plan | Stakeholder Map, Engagement Plan, Risk Notes | Scenario Set, Strategic Implications, Robust Options | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | SensemakingUncertaintyComplexityStrategyForesight | StakeholdersAlignmentFacilitationChange | StrategyUncertaintyPlanning | AlignmentStakeholdersStrategyFacilitation |