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| Criterion |  Operations Theory of Constraints |  Operations After-Action Review |  Decision Making Argument Mapping |  Knowledge Modeling IBIS |
|---|---|---|---|---|
Purposedifferent | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 2-4 h Analyse, laufend | 20-45 min | 1-3 h | 1-3 h |
Participantsdifferent | 3-12 | 3-12 | 1-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Lessons learned, Action items, Event summary | Argument Map, Evidence Gaps, Decision Rationale | Issue Map, Positions, Argument Notes |
Tagsno overlap | OperationsConstraintsFlowImprovement | LearningOperationsImprovement | SensemakingDecisionRationale | RationaleKnowledgeDecision |