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| Criterion |  Operations Accountability Ladder |  Operations After-Action Review |  Systems Thinking CATWOE Analysis |  Facilitation Expectation Mapping |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 20-45 min | 20-45 min | 45-90 min | 45-90 min |
Participantsdifferent | 1-8 | 3-12 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Lessons learned, Action items, Event summary | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | ResponsibilityLeadershipTeam | LearningOperationsImprovement | Systems thinkingFramingStakeholders | AlignmentStakeholdersTeam |