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| Criterion |  Decision Making PERT Estimation |  Systems Thinking Future Reality Tree |  Business Strategy VRIO Framework |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
Purposedifferent | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. | 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 | Medium | High | Medium | High |
Timedifferent | 15-45 min | 2-4 h | 90-180 min | 1-5 Tage |
Participantsdifferent | 1-8 | 3-8 | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | VRIO Table, Strategic Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | EstimationUncertaintyRisk | Theory of ConstraintsSystems thinkingChange | StrategyDiagnosisBusiness modelCapability | ChangeSystems thinkingCapability |