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| Criterion |  Systems Thinking Polarity Mapping |  Operations Theory of Constraints |  Operations Gemba Walk |  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. | 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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | High | Low | Low |
Timedifferent | 1-2 h | 2-4 h Analyse, laufend | 30-120 min | 20-45 min |
Participantsdifferent | 3-12 | 3-12 | 2-6 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Constraint Map, Improvement Plan, Flow Metrics | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary |
Tagsno overlap | Systems thinkingTradeoffsLeadership | OperationsConstraintsFlowImprovement | LeanObservationProcessOperations | LearningOperationsImprovement |