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| Criterion |  Systems Thinking Intervention Mapping |  Operations Getting Things Done |  Decision Making Decision Tree |  Operations Weekly Review |
|---|---|---|---|---|
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 many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 1-5 Tage | 1-2 h Setup, laufend | 30-90 min | 30-60 min |
Participantsdifferent | 4-12 | 1 | 1-6 | 1 |
Formatdifferent | Workshop + async | Async | Workshop + async | Async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Action Lists, Project List, Review Routine | Decision Tree, Option Map, Assumption List | Updated Task System, Weekly Focus, Next Actions |
Tagsno overlap | ChangeSystems thinkingCapability | ProductivityPlanningTasksExecution | DecisionTreeOptions | ProductivityExecutionPlanning |