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| Criterion |  Systems Thinking Evaporating Cloud |  Facilitation Dot Estimation |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 60-120 min | 5-20 min | Half day | 90-180 min |
Participantsdifferent | 2-8 | 3-20 | 3-8 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Effort Heatmap, Risk Signals, Discussion Targets | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | EstimationEffortRisk | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |