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| Criterion |  Operations Process Mapping |  Operations Causal Factor Analysis |  Systems Thinking Current Reality Tree |  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. | 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. | 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. | 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 | High | Low |
Timedifferent | 1-3 h | 2-6 h | 2-6 h | 20-45 min |
Participantsdifferent | 3-10 | 3-10 | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Current Reality Tree, Core Problems, Intervention Ideas | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | CausalityIncidentRoot causeTimeline | Systems thinkingRoot causeConstraintsCausality | LearningOperationsImprovement |