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| Criterion |  Operations After-Action Review |  Systems Thinking Leverage Points |  Systems Thinking Intervention Mapping |  Operations Learning Review |
|---|---|---|---|---|
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. | 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. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 20-45 min | Half day | 1-5 Tage | 1-3 h |
Participantsdifferent | 3-12 | 3-12 | 4-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Leverage Map, Action Strategy | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | LearningOperationsImprovement | Systems thinkingChangeStrategy | ChangeSystems thinkingCapability | LearningRetrospectiveIncidentOperations |