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| Criterion |  Operations After-Action Review |  Systems Thinking Leverage Points |  Domain Modeling Domain Context Map |  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. | 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. | When a domain model and its associated contexts need to be thought through together, it creates a shared overview. It connects the business view and organizational boundary into a readable whole. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | High | Medium | Medium |
Timedifferent | 20-45 min | Half day | 1-3 h | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 3-12 | 3-10 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Leverage Map, Action Strategy | Domain Context Map, Boundary Notes, Ownership Map | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | LearningOperationsImprovement | Systems thinkingChangeStrategy | Domain-Driven DesignContextBoundaries | DecisionChangeLearningStrategy |