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| Criterion |  Operations After-Action Review |  Systems Thinking Polarity Mapping |  Operations Theory of Constraints |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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. | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | 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. | 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. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | 20-45 min | 1-2 h | 2-4 h Analyse, laufend | 2-6 h |
Participantsdifferent | 3-12 | 3-12 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Polarity Map, Warning Signs, Balance Actions | Constraint Map, Improvement Plan, Flow Metrics | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | LearningOperationsImprovement | Systems thinkingTradeoffsLeadership | OperationsConstraintsFlowImprovement | Systems thinkingRoot causeConstraintsCausality |