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| Criterion |  Systems Thinking Intervention Mapping |  Operations ALPEN Method |  Decision Making Decision Tree |  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. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Medium | High |
Timedifferent | 1-5 Tage | 10-20 min daily | 30-90 min | 2-4 h |
Participantsdifferent | 4-12 | 1 | 1-6 | 3-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Daily Plan, Time Estimates, Review Notes | Decision Tree, Option Map, Assumption List | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | ChangeSystems thinkingCapability | PlanningTime managementProductivityOperations | DecisionTreeOptions | Theory of ConstraintsSystems thinkingChange |