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| Criterion |  Systems Thinking Futures Wheel |  Operations Process Mapping |  Systems Thinking Current Reality Tree |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | 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 Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 | Medium | High | Low |
Timedifferent | 60-120 min | 1-3 h | 2-6 h | 20-45 min |
Participantsdifferent | 3-10 | 3-10 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Process Map, Handoff List, Improvement Backlog | Current Reality Tree, Core Problems, Intervention Ideas | Lessons learned, Action items, Event summary |
Tagsno overlap | ForesightSystems thinkingSignals | ProcessOperationsImprovement | Systems thinkingRoot causeConstraintsCausality | LearningOperationsImprovement |