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| Criterion |  Operations Visual Management |  Systems Thinking Current Reality Tree |  Operations After-Action Review |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | Ongoing | 2-6 h | 20-45 min | 1-3 h |
Participantsdifferent | 1-20 | 3-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Current Reality Tree, Core Problems, Intervention Ideas | Lessons learned, Action items, Event summary | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | SignalsOperationsVisual management | Systems thinkingRoot causeConstraintsCausality | LearningOperationsImprovement | FeedbackSystems thinkingCausalityDynamics |