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| Criterion |  Operations After-Action Review |  Facilitation Alignment Mapping |  Operations ALPEN Method |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 20-45 min | 1-2 h | 10-20 min daily | 60-90 min |
Participantsdifferent | 3-12 | 4-12 | 1 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Alignment Map, Open Issues, Decision Questions | Daily Plan, Time Estimates, Review Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | LearningOperationsImprovement | AlignmentStakeholdersStrategyFacilitation | PlanningTime managementProductivityOperations | StakeholdersFacilitationAlignmentGovernance |