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| Criterion |  Operations After-Action Review |  Innovation Design Thinking |  Operations Gemba Walk |
|---|---|---|---|
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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Low | High | Low |
Timedifferent | 20-45 min | 1 Tag bis mehrere Wochen | 30-120 min |
Participantsdifferent | 3-12 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Problem Statement, Prototype, Test Learnings | Observation Notes, Improvement Ideas |
Tagsno overlap | LearningOperationsImprovement | InnovationPrototypeResearch | LeanObservationProcessOperations |
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