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| Criterion |  Operations Accountability Ladder |  Systems Thinking Rich Picture |  Operations After-Action Review |  Systems Thinking CATWOE Analysis |
|---|---|---|---|---|
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. | A Rich Picture brings an unclear situation onto a shared drawing. It captures actors, tensions, information flows, and blind spots before the team jumps to solutions too early. | 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. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 20-45 min | 30-90 min | 20-45 min | 45-90 min |
Participantsdifferent | 1-8 | 2-10 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Rich Picture, Problem Framing Notes | Lessons learned, Action items, Event summary | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints |
Tagsno overlap | ResponsibilityLeadershipTeam | Systems thinkingSoft systemsFramingVisualization | LearningOperationsImprovement | Systems thinkingFramingStakeholders |