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| Criterion |  Systems Thinking Intervention Mapping |  Operations After-Action Review |  Operations ALPEN Method |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
Purposedifferent | 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 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. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | High | Low | Low | High |
Timedifferent | 1-5 Tage | 20-45 min | 10-20 min daily | 2-4 h |
Participantsdifferent | 4-12 | 3-12 | 1 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Lessons learned, Action items, Event summary | Daily Plan, Time Estimates, Review Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | ChangeSystems thinkingCapability | LearningOperationsImprovement | PlanningTime managementProductivityOperations | Theory of ConstraintsSystems thinkingChange |