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| Criterion |  Operations After-Action Review |  Facilitation Alignment Mapping |  Operations Process Mapping |  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 a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 | Medium | Medium |
Timedifferent | 20-45 min | 1-2 h | 1-3 h | 60-90 min |
Participantsdifferent | 3-12 | 4-12 | 3-10 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Alignment Map, Open Issues, Decision Questions | Process Map, Handoff List, Improvement Backlog | Salience Diagram, Strategy per Class |
Tagsno overlap | LearningOperationsImprovement | AlignmentStakeholdersStrategyFacilitation | ProcessOperationsImprovement | StakeholdersFacilitationAlignmentGovernance |