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| Criterion |  Operations After-Action Review |  Systems Thinking Leverage Points |  Systems Thinking Future Reality Tree |  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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | High | Medium |
Timedifferent | 20-45 min | Half day | 2-4 h | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 3-12 | 3-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Leverage Map, Action Strategy | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | LearningOperationsImprovement | Systems thinkingChangeStrategy | Theory of ConstraintsSystems thinkingChange | DecisionChangeLearningStrategy |