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| Criterion |  Operations Visual Management |  Systems Thinking Intervention Mapping |  Decision Making Argument Mapping |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | Ongoing | 1-5 Tage | 1-3 h | 60-180 min |
Participantsdifferent | 1-20 | 4-12 | 1-8 | 4-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Argument Map, Evidence Gaps, Decision Rationale | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | SignalsOperationsVisual management | ChangeSystems thinkingCapability | SensemakingDecisionRationale | ComplexitySensemakingDecision |