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| Criterion |  Operations After-Action Review |  Knowledge Modeling Feynman Technique |  Decision Making OODA Loop |  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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | Medium | Medium |
Timedifferent | 20-45 min | 20-60 min | 15-60 min je Zyklus | 1-3 h |
Participantsdifferent | 3-12 | 1 | 1-8 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Plain-language Explanation, Knowledge Gaps, Study Notes | Situation Assessment, Decision Loop, Action Updates | Issue Map, Positions, Argument Notes |
Tagsno overlap | LearningOperationsImprovement | LearningKnowledgeUnderstanding | DecisionChangeLearningStrategy | RationaleKnowledgeDecision |