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| Criterion |  Operations Visual Management |  Systems Thinking Future Reality Tree |  Operations After-Action Review |  Systems Thinking Futures Wheel |
|---|---|---|---|---|
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 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. | 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. | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | Ongoing | 2-4 h | 20-45 min | 60-120 min |
Participantsdifferent | 1-20 | 3-8 | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Lessons learned, Action items, Event summary | Futures Wheel, Consequence Chains, Strategic Signals |
Tagsno overlap | SignalsOperationsVisual management | Theory of ConstraintsSystems thinkingChange | LearningOperationsImprovement | ForesightSystems thinkingSignals |