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| Criterion |  Operations Visual Management |  Systems Thinking Futures Wheel |  Agile 4Ls Retrospective |  Operations After-Action Review |
|---|---|---|---|---|
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. | 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. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | 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 | Low | Medium | Low | Low |
Timedifferent | Ongoing | 60-120 min | 45–75 min | 20-45 min |
Participantsdifferent | 1-20 | 3-10 | Team members involved | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Futures Wheel, Consequence Chains, Strategic Signals | 4Ls Board, Learning Themes, Improvement Actions | Lessons learned, Action items, Event summary |
Tagsno overlap | SignalsOperationsVisual management | ForesightSystems thinkingSignals | RetrospectiveLearningReflectionTeam | LearningOperationsImprovement |