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| Criterion |  Systems Thinking Leverage Points |  Operations After-Action Review |  Systems Thinking Intervention Mapping |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | High | Low | High | Medium |
Timedifferent | Half day | 20-45 min | 1-5 Tage | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 3-12 | 4-12 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Lessons learned, Action items, Event summary | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | Systems thinkingChangeStrategy | LearningOperationsImprovement | ChangeSystems thinkingCapability | DecisionChangeLearningStrategy |