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| Criterion |  Operations Process Mapping |  Decision Making Argument Mapping |  Systems Thinking Soft Systems Methodology |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | 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 | High | Low |
Timedifferent | 1-3 h | 1-3 h | 0.5-3 Tage | 20-45 min |
Participantsdifferent | 3-10 | 1-8 | 5-15 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Argument Map, Evidence Gaps, Decision Rationale | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | SensemakingDecisionRationale | Soft systemsComplexitySensemakingSystems thinking | LearningOperationsImprovement |