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| Criterion |  Operations After-Action Review |  Operations Gemba Walk |  Innovation Contradiction Analysis |
|---|---|---|---|
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 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. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. |
Complexitydifferent | Low | Low | Medium |
Timedifferent | 20-45 min | 30-120 min | 60-120 min |
Participantsdifferent | 3-12 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Observation Notes, Improvement Ideas | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | LearningOperationsImprovement | LeanObservationProcessOperations | ContradictionsInnovationProblem solving |
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