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| Criterion |  Knowledge Modeling Knowledge Mapping |  Systems Thinking Future Reality Tree |  Business Strategy VRIO Framework |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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 | 1-3 h | 2-4 h | 90-180 min | Half day |
Participantsdifferent | 3-12 | 3-8 | 3-6 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | VRIO Table, Strategic Actions | Leverage Map, Action Strategy |
Tagsno overlap | KnowledgeMappingRisk | Theory of ConstraintsSystems thinkingChange | StrategyDiagnosisBusiness modelCapability | Systems thinkingChangeStrategy |