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| Criterion |  Systems Thinking Systems Mapping |  Operations After-Action Review |  Systems Thinking Intervention Mapping |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Low | High | Medium |
Timedifferent | 1-3 h | 20-45 min | 1-5 Tage | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 3-12 | 4-12 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Lessons learned, Action items, Event summary | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | Systems thinkingMappingBoundariesChange | LearningOperationsImprovement | ChangeSystems thinkingCapability | DecisionChangeLearningStrategy |