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| Criterion |  Systems Thinking VUCA Scan |  Systems Thinking Theory of Change |  Decision Making Cynefin Workshop |  Decision Making Argument 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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 30-90 min | 2-6 h | 60-180 min | 1-3 h |
Participantsdifferent | 1-10 | 4-12 | 4-20 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | VUCA Map, Response Options, Signal and Learning Plan | Theory of Change Map, Assumptions, Outcome Measures | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | SensemakingUncertaintyComplexityStrategyForesight | ImpactOutcomesSystems thinkingStrategy | ComplexitySensemakingDecision | SensemakingDecisionRationale |