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| Criterion |  Operations A3 Problem Solving |  Operations After-Action Review |  Decision Making Decision Matrix |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 45-90 min | 20-45 min | 45-90 min | 2-8 h |
Participantsdifferent | 2-5 | 3-12 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary | Decision Matrix, Scoring Rationale, Selected Option | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | LeanProblem solvingCoachingOperations | LearningOperationsImprovement | DecisionCriteriaScoringTradeoffs | Problem solvingRoot causeDecisionOperations |