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| Criterion |  Operations Change Analysis |  Systems Thinking Current Reality Tree |  Business Strategy VRIO Framework |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 45-120 min | 2-6 h | 90-180 min | Half day |
Participantsdifferent | 2-6 | 3-8 | 3-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Current Reality Tree, Core Problems, Intervention Ideas | VRIO Table, Strategic Actions | Leverage Map, Action Strategy |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | Systems thinkingRoot causeConstraintsCausality | StrategyDiagnosisBusiness modelCapability | Systems thinkingChangeStrategy |