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| Criterion |  Operations ALPEN Method |  Systems Thinking Futures Wheel |  Systems Thinking Intervention Mapping |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 10-20 min daily | 60-120 min | 1-5 Tage | 1-2 h Setup, laufend |
Participantsdifferent | 1 | 3-10 | 4-12 | 1 |
Formatdifferent | Async | Workshop + async | Workshop + async | Async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Futures Wheel, Consequence Chains, Strategic Signals | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Action Lists, Project List, Review Routine |
Tagsno overlap | PlanningTime managementProductivityOperations | ForesightSystems thinkingSignals | ChangeSystems thinkingCapability | ProductivityPlanningTasksExecution |