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| Criterion |  Operations After-Action Review |  Systems Thinking Futures Wheel |  Operations Gemba Walk |  Operations Learning Review |
|---|---|---|---|---|
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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | Medium | Low | Medium |
Timedifferent | 20-45 min | 60-120 min | 30-120 min | 1-3 h |
Participantsdifferent | 3-12 | 3-10 | 2-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Futures Wheel, Consequence Chains, Strategic Signals | Observation Notes, Improvement Ideas | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | LearningOperationsImprovement | ForesightSystems thinkingSignals | LeanObservationProcessOperations | LearningRetrospectiveIncidentOperations |