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| Criterion |  Operations After-Action Review |  Decision Making Decision Rights Mapping |  Decision Making Force Field Analysis |
|---|---|---|---|
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 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 20-45 min | 90-180 min | 45-90 min |
Participantsdifferent | 3-12 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Decision Rights Matrix, Agreement | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | LearningOperationsImprovement | DecisionGovernanceAlignmentResponsibility | ChangeDecisionStrategy |
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