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| Criterion |  Knowledge Modeling Knowledge Mapping |  Operations Theory of Constraints |  Operations After-Action Review |  Knowledge Modeling Feynman Technique |
|---|---|---|---|---|
Purposedifferent | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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. | 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. | 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 | High | Low | Low |
Timedifferent | 1-3 h | 2-4 h Analyse, laufend | 20-45 min | 20-60 min |
Participantsdifferent | 3-12 | 3-12 | 3-12 | 1 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Constraint Map, Improvement Plan, Flow Metrics | Lessons learned, Action items, Event summary | Plain-language Explanation, Knowledge Gaps, Study Notes |
Tagsno overlap | KnowledgeMappingRisk | OperationsConstraintsFlowImprovement | LearningOperationsImprovement | LearningKnowledgeUnderstanding |