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| Criterion |  Systems Thinking VUCA Scan |  Facilitation Team Charter |  Facilitation Expectation Mapping |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
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 problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-90 min | 2-4 h | 45-90 min | 60-180 min |
Participantsdifferent | 1-10 | 3-12 | 3-12 | 4-20 |
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 | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | SensemakingUncertaintyComplexityStrategyForesight | TeamAlignmentCollaboration | AlignmentStakeholdersTeam | ComplexitySensemakingDecision |