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| Criterion |  Operations After-Action Review |  Facilitation Decision Jam |  Facilitation Consensus Workshop |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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 decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Low | Low | Medium | High |
Timedifferent | 20-45 min | 60-90 min | 1-3 h | 2-8 h |
Participantsdifferent | 3-12 | 4-10 | 5-30 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Problem Cluster, Prioritized Challenge, Experiment | Consensus Clusters, Theme Titles, Priority Areas | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | LearningOperationsImprovement | FacilitationDecisionProblem solvingWorkshop | FacilitationConsensusWorkshopAlignment | Problem solvingRoot causeDecisionOperations |