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| Criterion |  Operations After-Action Review |  Operations A3 Problem Solving |  Operations Kepner-Tregoe |  Facilitation Decision Jam |
|---|---|---|---|---|
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. | 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. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 20-45 min | 45-90 min | 2-8 h | 60-90 min |
Participantsdifferent | 3-12 | 2-5 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | A3 Report, Action Plan, Root Cause Analysis | Problem Analysis, Decision Analysis, Risk Plan | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | LearningOperationsImprovement | LeanProblem solvingCoachingOperations | Problem solvingRoot causeDecisionOperations | FacilitationDecisionProblem solvingWorkshop |