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| Criterion |  Systems Thinking Polarity Mapping |  Systems Thinking CATWOE Analysis |  Operations Process Mapping |  Operations After-Action Review |
|---|---|---|---|---|
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. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | 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. | 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 | Medium | Low |
Timedifferent | 1-2 h | 45-90 min | 1-3 h | 20-45 min |
Participantsdifferent | 3-12 | 3-8 | 3-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Process Map, Handoff List, Improvement Backlog | Lessons learned, Action items, Event summary |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Systems thinkingFramingStakeholders | ProcessOperationsImprovement | LearningOperationsImprovement |