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| Criterion |  Operations Visual Management |  Systems Thinking Systems Mapping |  Operations After-Action Review |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | Ongoing | 1-3 h | 20-45 min | 1-5 Tage |
Participantsdifferent | 1-20 | 3-12 | 3-12 | 4-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | System Map, Dependencies, Leverage Points | Lessons learned, Action items, Event summary | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | SignalsOperationsVisual management | Systems thinkingMappingBoundariesChange | LearningOperationsImprovement | ChangeSystems thinkingCapability |