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| Criterion |  Systems Thinking VUCA Scan |  Facilitation Stakeholder Salience Model |  Facilitation 3-Circle Venn Diagram |  Facilitation Stakeholder 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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-90 min | 60-90 min | 15-45 min | 60–90 min |
Participantsdifferent | 1-10 | 3-6 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | VUCA Map, Response Options, Signal and Learning Plan | Salience Diagram, Strategy per Class | Venn Diagram, Overlap Notes, Differentiators | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | SensemakingUncertaintyComplexityStrategyForesight | StakeholdersFacilitationAlignmentGovernance | ComparisonFacilitationAlignment | StakeholdersAlignmentFacilitationChange |