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| Criterion |  Operations After-Action Review |  Knowledge Modeling Feynman Technique |  Operations Theory of Constraints |  Agile Sprint Retrospective |
|---|---|---|---|---|
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. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | When a sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 20-45 min | 20-60 min | 2-4 h Analyse, laufend | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter |
Participantsdifferent | 3-12 | 1 | 3-12 | Scrum Team |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Plain-language Explanation, Knowledge Gaps, Study Notes | Constraint Map, Improvement Plan, Flow Metrics | Improvement actions, Team agreements |
Tagsno overlap | LearningOperationsImprovement | LearningKnowledgeUnderstanding | OperationsConstraintsFlowImprovement | RetrospectiveImprovementLearning |