Sensemaking

Examines an initiative from an opposing perspective, collects weaknesses, and derives prioritized mitigations.

Core question: How could the plan fail under a credible opposing perspective, and what changes the decision?

• 1-4 h
• 3-8

Clarifies options, criteria, and risks by framing the central question, recording the main claim, and marking weak spots.

Core question: Which reasons support the claim, which objections weaken it and what evidence is missing?

• 1-3 h
• 1-8

Clarifies concepts, relationships, and rules by framing the focus question, gathering concepts, and checking gaps and contradictions.

Core question: Which concepts and propositions answer our focus question?

• 1-2 h
• 1-8

Clarifies group input, selection, and decision-making by framing the challenge, collecting questions only, and deriving new insights and next steps.

Core question: Which questions change how we understand and approach the challenge?

• 15-30 min
• 2-8

Rotates small conversation groups so table notes, questions, and emergent themes are built on together.

Core question: Which patterns emerge when different perspectives connect the same questions across table rounds?

• 60-180 min
• 12-100+

Sorts cases into the fitting domain and derives actions that match the degree of clarity or complexity.

Core question: Which context does each concrete case inhabit, and which decision logic fits it?

• 60-180 min
• 4-20

Develops a conceptual picture from a rich picture and root definitions for difficult organizational issues.

Core question: Which different purposeful systems help us understand the messy situation and negotiate changes that are both desirable and feasible?

• 0.5-3 Tage
• 5-15

Structures a situation along Volatility, Uncertainty, Complexity, and Ambiguity to derive matching logics of action.

Core question: Which VUCA dimension shapes the situation, and which response fits the evidenced mechanism?

• 30-90 min
• 1-10