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| Criterion |  Operations Process Mapping |  Systems Thinking Soft Systems Methodology |  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. | 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. | 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 | High | Medium | Low |
Timedifferent | 1-3 h | 0.5-3 Tage | 1-3 h | 20-45 min |
Participantsdifferent | 3-10 | 5-15 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Issue Map, Positions, Argument Notes | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | Soft systemsComplexitySensemakingSystems thinking | RationaleKnowledgeDecision | LearningOperationsImprovement |