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| Criterion |  Operations Process Mapping |  Systems Thinking CATWOE Analysis |  Knowledge Modeling IBIS |  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. | 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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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 | 1-3 h | 45-90 min | 1-3 h | 20-45 min |
Participantsdifferent | 3-10 | 3-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Issue Map, Positions, Argument Notes | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | Systems thinkingFramingStakeholders | RationaleKnowledgeDecision | LearningOperationsImprovement |