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| Criterion |  Operations Theory of Constraints |  Decision Making Cynefin Workshop |  Operations After-Action 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. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | 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 | High | Medium | Low |
Timedifferent | 2-4 h Analyse, laufend | 60-180 min | 20-45 min |
Participantsdifferent | 3-12 | 4-20 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Lessons learned, Action items, Event summary |
Tagsno overlap | OperationsConstraintsFlowImprovement | ComplexitySensemakingDecision | LearningOperationsImprovement |
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