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| Criterion |  Operations ALPEN Method |  Systems Thinking Intervention Mapping |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 10-20 min daily | 1-5 Tage | 60-90 min | 1-2 h |
Participantsdifferent | 1 | 4-12 | 3-6 | 4-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | PlanningTime managementProductivityOperations | ChangeSystems thinkingCapability | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation |