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| Criterion |  Decision Making PERT Estimation |  Business Strategy VRIO Framework |  Systems Thinking Leverage Points |  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. | 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. | 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 | Medium | High | High |
Timedifferent | 15-45 min | 90-180 min | Half day | 1-5 Tage |
Participantsdifferent | 1-8 | 3-6 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | VRIO Table, Strategic Actions | Leverage Map, Action Strategy | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | EstimationUncertaintyRisk | StrategyDiagnosisBusiness modelCapability | Systems thinkingChangeStrategy | ChangeSystems thinkingCapability |