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| Criterion |  Operations Accountability Ladder |  Systems Thinking Rich Picture |  Operations After-Action Review |  Operations Learning Review |
|---|---|---|---|---|
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. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 20-45 min | 30-90 min | 20-45 min | 1-3 h |
Participantsdifferent | 1-8 | 2-10 | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Rich Picture, Problem Framing Notes | Lessons learned, Action items, Event summary | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | ResponsibilityLeadershipTeam | Systems thinkingSoft systemsFramingVisualization | LearningOperationsImprovement | LearningRetrospectiveIncidentOperations |