View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations After-Action Review |  Operations A3 Problem Solving |  Innovation Contradiction Analysis |  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 a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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 | 60-120 min | 15-30 min |
Participantsdifferent | 3-12 | 2-5 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | A3 Report, Action Plan, Root Cause Analysis | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Root cause notes, Countermeasures |
Tagsno overlap | LearningOperationsImprovement | LeanProblem solvingCoachingOperations | ContradictionsInnovationProblem solving | Root causeIncidentLeanProblem solving |