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| Criterion |  Knowledge Modeling IBIS |  Decision Making Constraint Analysis |  Operations After-Action Review |  Operations Theory of Constraints |
|---|---|---|---|---|
Purposedifferent | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | 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 | Medium | Low | Low | High |
Timedifferent | 1-3 h | 30-90 min | 20-45 min | 2-4 h Analyse, laufend |
Participantsdifferent | 2-8 | 2-8 | 3-12 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Lessons learned, Action items, Event summary | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | RationaleKnowledgeDecision | ConstraintsDecisionPlanningOptions | LearningOperationsImprovement | OperationsConstraintsFlowImprovement |