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| Criterion |  Operations After-Action Review |  Facilitation Alignment Mapping |  Operations Learning Review |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 20-45 min | 1-2 h | 1-3 h | 60–90 min |
Participantsdifferent | 3-12 | 4-12 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Alignment Map, Open Issues, Decision Questions | Learning Review Notes, System Factors, Improvement Actions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | LearningOperationsImprovement | AlignmentStakeholdersStrategyFacilitation | LearningRetrospectiveIncidentOperations | StakeholdersAlignmentFacilitationChange |