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| Criterion |  Business Strategy Value Chain Analysis |  Systems Thinking Future Reality Tree |  Systems Thinking Intervention Mapping |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | 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. |
Complexitysame | High | High | High | High |
Timedifferent | Half day | 2-4 h | 1-5 Tage | Half day |
Participantsdifferent | 3-8 | 3-8 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Leverage Map, Action Strategy |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | Theory of ConstraintsSystems thinkingChange | ChangeSystems thinkingCapability | Systems thinkingChangeStrategy |