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| Criterion |  Operations After-Action Review |  Systems Thinking Futures Wheel |  Systems Thinking Leverage Points |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
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. | 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 | Low | Medium | High | High |
Timedifferent | 20-45 min | 60-120 min | Half day | 1-5 Tage |
Participantsdifferent | 3-12 | 3-10 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Futures Wheel, Consequence Chains, Strategic Signals | Leverage Map, Action Strategy | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | LearningOperationsImprovement | ForesightSystems thinkingSignals | Systems thinkingChangeStrategy | ChangeSystems thinkingCapability |