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| Criterion |  Operations After-Action Review |  Knowledge Modeling Feynman Technique |  Decision Making Delphi Method |  Knowledge Modeling IBIS |
|---|---|---|---|---|
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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 20-45 min | 20-60 min | 1-4 Wochen | 1-3 h |
Participantsdifferent | 3-12 | 1 | 6-30 Experten | 2-8 |
Formatdifferent | Workshop + async | Async | Async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Plain-language Explanation, Knowledge Gaps, Study Notes | Expert Forecast, Consensus Range, Assumption Notes | Issue Map, Positions, Argument Notes |
Tagsno overlap | LearningOperationsImprovement | LearningKnowledgeUnderstanding | ForecastingExpertsDecisionStrategy | RationaleKnowledgeDecision |