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| Criterion |  Knowledge Modeling Concept Mapping |  Operations Bottleneck Analysis |  Agile 4Ls Retrospective |  Knowledge Modeling Feynman Technique |
|---|---|---|---|---|
Purposedifferent | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 h | 1-3 h | 45–75 min | 20-60 min |
Participantsdifferent | 1-8 | 3-8 | Team members involved | 1 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | 4Ls Board, Learning Themes, Improvement Actions | Plain-language Explanation, Knowledge Gaps, Study Notes |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | FlowMeasurementConstraints | RetrospectiveLearningReflectionTeam | LearningKnowledgeUnderstanding |