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| Criterion |  Systems Thinking Evaporating Cloud |  Operations After-Action Review |  Operations Process Mapping |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 60-120 min | 20-45 min | 1-3 h | 2-4 h |
Participantsdifferent | 2-8 | 3-12 | 3-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | LearningOperationsImprovement | ProcessOperationsImprovement | Theory of ConstraintsSystems thinkingChange |