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| Criterion |  Operations ALPEN Method |  Systems Thinking Intervention Mapping |  Systems Thinking Causal Loop Diagram |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|---|
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. | 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 Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | A Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 10-20 min daily | 1-5 Tage | 1-3 h | 2-6 h |
Participantsdifferent | 1 | 4-12 | 2-8 | 1-6 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Causal Loop Diagram, Feedback Notes, Leverage Points | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | PlanningTime managementProductivityOperations | ChangeSystems thinkingCapability | FeedbackSystems thinkingCausalityDynamics | DynamicsSimulationFeedbackSystems thinking |