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| Criterion |  Operations After-Action Review |  Innovation Contradiction Analysis |  Operations Process Mapping |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 20-45 min | 60-120 min | 1-3 h | 45-90 min |
Participantsdifferent | 3-12 | 2-8 | 3-10 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Process Map, Handoff List, Improvement Backlog | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LearningOperationsImprovement | ContradictionsInnovationProblem solving | ProcessOperationsImprovement | LeanProblem solvingCoachingOperations |