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| Criterion |  Business Strategy Value Chain Analysis |  Systems Thinking Leverage Points |  Systems Thinking Intervention Mapping |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | High | High | High | Low |
Timedifferent | Half day | Half day | 1-5 Tage | 45-90 min |
Participantsdifferent | 3-8 | 3-12 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Leverage Map, Action Strategy | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | Systems thinkingChangeStrategy | ChangeSystems thinkingCapability | ChangeDecisionStrategy |