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| Criterion |  Knowledge Modeling Concept Mapping |  Operations Theory of Constraints |  Agile 4Ls Retrospective |  Operations After-Action Review |
|---|---|---|---|---|
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 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. | 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. | 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. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 1-2 h | 2-4 h Analyse, laufend | 45–75 min | 20-45 min |
Participantsdifferent | 1-8 | 3-12 | Team members involved | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Constraint Map, Improvement Plan, Flow Metrics | 4Ls Board, Learning Themes, Improvement Actions | Lessons learned, Action items, Event summary |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | OperationsConstraintsFlowImprovement | RetrospectiveLearningReflectionTeam | LearningOperationsImprovement |