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| Criterion |  Decision Making PERT Estimation |  Systems Thinking Intervention Mapping |  Business Strategy Value Chain Analysis |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | 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. | 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. | 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 | High | High |
Timedifferent | 15-45 min | 1-5 Tage | Half day | Half day |
Participantsdifferent | 1-8 | 4-12 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Value Chain Map, Lever List | Leverage Map, Action Strategy |
Tagsno overlap | EstimationUncertaintyRisk | ChangeSystems thinkingCapability | StrategyBusiness modelDiagnosisAnalysis | Systems thinkingChangeStrategy |