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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Force Field Analysis |  Business Strategy VRIO Framework |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
Purposedifferent | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | 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. | 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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 1-2 h | 45-90 min | 90-180 min | Half day |
Participantsdifferent | 3-12 | 3-12 | 3-6 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Force Field Map, Change Levers, Risk Notes | VRIO Table, Strategic Actions | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | Systems thinkingTradeoffsLeadership | ChangeDecisionStrategy | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelRiskDiagnosis |