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| Criterion |  Operations After-Action Review |  Systems Thinking Current Reality Tree |  Operations Learning Review |  Operations Theory of Constraints |
|---|---|---|---|---|
Purposedifferent | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 20-45 min | 2-6 h | 1-3 h | 2-4 h Analyse, laufend |
Participantsdifferent | 3-12 | 3-8 | 3-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Current Reality Tree, Core Problems, Intervention Ideas | Learning Review Notes, System Factors, Improvement Actions | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | LearningOperationsImprovement | Systems thinkingRoot causeConstraintsCausality | LearningRetrospectiveIncidentOperations | OperationsConstraintsFlowImprovement |