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| Criterion |  Operations ALPEN Method |  Systems Thinking Intervention Mapping |  Decision Making Delphi Method |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. |
Complexitydifferent | Low | High | High | High |
Timedifferent | 10-20 min daily | 1-5 Tage | 1-4 Wochen | Half day |
Participantsdifferent | 1 | 4-12 | 6-30 Experten | 3-12 |
Formatdifferent | Async | Workshop + async | Async | Workshop |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Expert Forecast, Consensus Range, Assumption Notes | Leverage Map, Action Strategy |
Tagsno overlap | PlanningTime managementProductivityOperations | ChangeSystems thinkingCapability | ForecastingExpertsDecisionStrategy | Systems thinkingChangeStrategy |