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| Criterion |  Systems Thinking Polarity Mapping |  Operations Causal Factor 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 an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | 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 | High | Low | High |
Timedifferent | 1-2 h | 2-6 h | 20-45 min | 2-6 h |
Participantsdifferent | 3-12 | 3-10 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Lessons learned, Action items, Event summary | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingTradeoffsLeadership | CausalityIncidentRoot causeTimeline | LearningOperationsImprovement | Systems thinkingRoot causeConstraintsCausality |