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| Criterion |  Operations After-Action Review |  Operations A3 Problem Solving |  Decision Making RAPID |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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 | Low | Medium | Medium | High |
Timedifferent | 20-45 min | 45-90 min | 45-90 min | 2-8 h |
Participantsdifferent | 3-12 | 2-5 | 3-12 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | A3 Report, Action Plan, Root Cause Analysis | RAPID Role Map, Recommendation, Decision Log | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | LearningOperationsImprovement | LeanProblem solvingCoachingOperations | DecisionRolesGovernance | Problem solvingRoot causeDecisionOperations |