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| Criterion |  Operations After-Action Review |  Systems Thinking Futures Wheel |  Systems Thinking Intervention Mapping |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
Purposedifferent | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | 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. | 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. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | 20-45 min | 60-120 min | 1-5 Tage | 2-4 h |
Participantsdifferent | 3-12 | 3-10 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Futures Wheel, Consequence Chains, Strategic Signals | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | LearningOperationsImprovement | ForesightSystems thinkingSignals | ChangeSystems thinkingCapability | Theory of ConstraintsSystems thinkingChange |