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| Criterion |  Operations Theory of Constraints |  Operations After-Action Review |  Decision Making Decision Tree |  Operations Learning Review |
|---|---|---|---|---|
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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 2-4 h Analyse, laufend | 20-45 min | 30-90 min | 1-3 h |
Participantsdifferent | 3-12 | 3-12 | 1-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Lessons learned, Action items, Event summary | Decision Tree, Option Map, Assumption List | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | OperationsConstraintsFlowImprovement | LearningOperationsImprovement | DecisionTreeOptions | LearningRetrospectiveIncidentOperations |