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| Criterion |  Systems Thinking Leverage Points |  Operations Accountability Ladder |  Business Strategy VRIO Framework |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 | High | Low | Medium | High |
Timedifferent | Half day | 20-45 min | 90-180 min | 1-5 Tage |
Participantsdifferent | 3-12 | 1-8 | 3-6 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Ownership Reflection, Action Commitment, Coaching Notes | VRIO Table, Strategic Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | Systems thinkingChangeStrategy | ResponsibilityLeadershipTeam | StrategyDiagnosisBusiness modelCapability | ChangeSystems thinkingCapability |