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| Criterion |  Operations After-Action Review |  Systems Thinking CATWOE Analysis |  Facilitation Power Interest Grid |
|---|---|---|---|
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. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 20-45 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | LearningOperationsImprovement | Systems thinkingFramingStakeholders | StakeholdersFacilitationAlignmentPlanning |
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