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| Criterion |  Operations Process Mapping |  Systems Thinking Soft Systems Methodology |  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. | 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. | 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 | 0.5-3 Tage | 2-6 h | 20-45 min |
Participantsdifferent | 3-10 | 5-15 | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Current Reality Tree, Core Problems, Intervention Ideas | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | Soft systemsComplexitySensemakingSystems thinking | Systems thinkingRoot causeConstraintsCausality | LearningOperationsImprovement |