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| Criterion |  Operations After-Action Review |  Systems Thinking Evaporating Cloud |  Systems Thinking Leverage Points |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 20-45 min | 60-120 min | Half day | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 2-8 | 3-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Leverage Map, Action Strategy | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | LearningOperationsImprovement | Theory of ConstraintsAssumptionsSystems thinking | Systems thinkingChangeStrategy | DecisionChangeLearningStrategy |