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| Criterion |  Systems Thinking Systems Mapping |  Operations After-Action Review |  Domain Modeling Domain Context Map |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
Purposedifferent | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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. | When a domain model and its associated contexts need to be thought through together, it creates a shared overview. It connects the business view and organizational boundary into a readable whole. | 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. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 1-3 h | 20-45 min | 1-3 h | 1-5 Tage |
Participantsdifferent | 3-12 | 3-12 | 3-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Lessons learned, Action items, Event summary | Domain Context Map, Boundary Notes, Ownership Map | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | Systems thinkingMappingBoundariesChange | LearningOperationsImprovement | Domain-Driven DesignContextBoundaries | ChangeSystems thinkingCapability |