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| Criterion |  Operations After-Action Review |  Operations A3 Problem Solving |  Decision Making Argument Mapping |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 20-45 min | 45-90 min | 1-3 h | 15-30 min |
Participantsdifferent | 3-12 | 2-5 | 1-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | A3 Report, Action Plan, Root Cause Analysis | Argument Map, Evidence Gaps, Decision Rationale | Root cause notes, Countermeasures |
Tagsno overlap | LearningOperationsImprovement | LeanProblem solvingCoachingOperations | SensemakingDecisionRationale | Root causeIncidentLeanProblem solving |