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| Criterion |  Operations Process Mapping |  Systems Thinking Current Reality Tree |  Systems Thinking Iceberg Model |  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. | 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. | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | 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 | 1-3 h | 2-6 h | 30-60 min | 20-45 min |
Participantsdifferent | 3-10 | 3-8 | 2-10 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Current Reality Tree, Core Problems, Intervention Ideas | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | Systems thinkingRoot causeConstraintsCausality | Systems thinkingRoot causePatterns | LearningOperationsImprovement |