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| Criterion |  Operations After-Action Review |  Systems Thinking Futures Wheel |  Systems Thinking Current Reality Tree |  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. | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | 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. | 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 | Medium | High | High |
Timedifferent | 20-45 min | 60-120 min | 2-6 h | 2-4 h Analyse, laufend |
Participantsdifferent | 3-12 | 3-10 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Futures Wheel, Consequence Chains, Strategic Signals | Current Reality Tree, Core Problems, Intervention Ideas | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | LearningOperationsImprovement | ForesightSystems thinkingSignals | Systems thinkingRoot causeConstraintsCausality | OperationsConstraintsFlowImprovement |