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| Criterion |  Systems Thinking Leverage Points |  Business Strategy VRIO Framework |  Decision Making Force Field Analysis |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | Half day | 90-180 min | 45-90 min | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 3-6 | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | VRIO Table, Strategic Actions | Force Field Map, Change Levers, Risk Notes | Situation Assessment, Decision Loop, Action Updates |
Tags1 shared | Systems thinkingChangeStrategy | StrategyDiagnosisBusiness modelCapability | ChangeDecisionStrategy | DecisionChangeLearningStrategy |