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| Criterion |  Knowledge Modeling Concept Mapping |  Business Strategy VRIO Framework |  Systems Thinking Intervention Mapping |  Systems Thinking Systems Mapping |
|---|---|---|---|---|
Purposedifferent | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-2 h | 90-180 min | 1-5 Tage | 1-3 h |
Participantsdifferent | 1-8 | 3-6 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | VRIO Table, Strategic Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | System Map, Dependencies, Leverage Points |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | StrategyDiagnosisBusiness modelCapability | ChangeSystems thinkingCapability | Systems thinkingMappingBoundariesChange |