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| Criterion |  Operations After-Action Review |  Systems Thinking Theory of Constraints Thinking Process |  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 Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. | 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 | High | High |
Timedifferent | 20-45 min | 0.5-3 Tage | 2-4 h Analyse, laufend |
Participantsdifferent | 3-12 | 4-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | LearningOperationsImprovement | Theory of ConstraintsConstraintsSystems thinkingCausality | OperationsConstraintsFlowImprovement |
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