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| Criterion |  Operations Process Mapping |  Systems Thinking Current Reality Tree |  Operations After-Action Review |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
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. | 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. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 1-3 h | 2-6 h | 20-45 min | 1-3 h |
Participantsdifferent | 3-10 | 3-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Current Reality Tree, Core Problems, Intervention Ideas | Lessons learned, Action items, Event summary | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | ProcessOperationsImprovement | Systems thinkingRoot causeConstraintsCausality | LearningOperationsImprovement | FeedbackSystems thinkingCausalityDynamics |