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| Criterion |  Systems Thinking Rich Picture |  Operations After-Action Review |  Systems Thinking Polarity Mapping |  Systems Thinking Soft Systems Methodology |
|---|---|---|---|---|
Purposedifferent | A Rich Picture brings an unclear situation onto a shared drawing. It captures actors, tensions, information flows, and blind spots before the team jumps to solutions too early. | 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. | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | 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. |
Complexitydifferent | Low | Low | Medium | High |
Timedifferent | 30-90 min | 20-45 min | 1-2 h | 0.5-3 Tage |
Participantsdifferent | 2-10 | 3-12 | 3-12 | 5-15 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Rich Picture, Problem Framing Notes | Lessons learned, Action items, Event summary | Polarity Map, Warning Signs, Balance Actions | Rich Picture, Root Definitions, Conceptual Models, Change Agenda |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | LearningOperationsImprovement | Systems thinkingTradeoffsLeadership | Soft systemsComplexitySensemakingSystems thinking |