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| Criterion |  Operations Change Analysis |  Systems Thinking Current Reality Tree |  Business Strategy VRIO Framework |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 45-120 min | 2-6 h | 90-180 min | 1-5 Tage |
Participantsdifferent | 2-6 | 3-8 | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Current Reality Tree, Core Problems, Intervention Ideas | VRIO Table, Strategic Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | Systems thinkingRoot causeConstraintsCausality | StrategyDiagnosisBusiness modelCapability | ChangeSystems thinkingCapability |