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| Criterion |  Operations After-Action Review |  Decision Making DACI |  Operations A3 Problem Solving |  Decision Making Decision Rights 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 20-45 min | 30-60 min | 45-90 min | 90-180 min |
Participantsdifferent | 3-12 | 2-10 | 2-5 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | DACI Matrix, Decision Owner, Decision Log | A3 Report, Action Plan, Root Cause Analysis | Decision Rights Matrix, Agreement |
Tagsno overlap | LearningOperationsImprovement | DecisionRolesGovernanceAlignment | LeanProblem solvingCoachingOperations | DecisionGovernanceAlignmentResponsibility |