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| Criterion |  Operations After-Action Review |  Facilitation Expectation Mapping |  Operations A3 Problem Solving |  Facilitation Alignment 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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 20-45 min | 45-90 min | 45-90 min | 1-2 h |
Participantsdifferent | 3-12 | 3-12 | 2-5 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Expectation Map, Alignment Notes, Agreements | A3 Report, Action Plan, Root Cause Analysis | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | LearningOperationsImprovement | AlignmentStakeholdersTeam | LeanProblem solvingCoachingOperations | AlignmentStakeholdersStrategyFacilitation |