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| Criterion |  Systems Thinking Polarity Mapping |  Operations Bottleneck Analysis |  Operations After-Action Review |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves 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. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 1-2 h | 1-3 h | 20-45 min | 2-6 h |
Participantsdifferent | 3-12 | 3-8 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Lessons learned, Action items, Event summary | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingTradeoffsLeadership | FlowMeasurementConstraints | LearningOperationsImprovement | Systems thinkingRoot causeConstraintsCausality |