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| Criterion |  Operations Visual Management |  Operations After-Action Review |  Systems Thinking Future Reality Tree |  Systems Thinking Evaporating Cloud |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | Ongoing | 20-45 min | 2-4 h | 60-120 min |
Participantsdifferent | 1-20 | 3-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Lessons learned, Action items, Event summary | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments |
Tagsno overlap | SignalsOperationsVisual management | LearningOperationsImprovement | Theory of ConstraintsSystems thinkingChange | Theory of ConstraintsAssumptionsSystems thinking |