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| Criterion |  Systems Thinking VUCA Scan |  Facilitation Team Charter |  Facilitation Expectation Mapping |  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 a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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. | 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 | Medium | Low | Medium |
Timedifferent | 30-90 min | 2-4 h | 45-90 min | 1-2 h |
Participantsdifferent | 1-10 | 3-12 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | VUCA Map, Response Options, Signal and Learning Plan | Team Charter, Working Norms, Role Notes | Expectation Map, Alignment Notes, Agreements | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | SensemakingUncertaintyComplexityStrategyForesight | TeamAlignmentCollaboration | AlignmentStakeholdersTeam | AlignmentStakeholdersStrategyFacilitation |