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| Criterion |  Operations After-Action Review |  Operations Gemba Walk |  Decision Making DACI |
|---|---|---|---|
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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitysame | Low | Low | Low |
Timedifferent | 20-45 min | 30-120 min | 30-60 min |
Participantsdifferent | 3-12 | 2-6 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Observation Notes, Improvement Ideas | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | LearningOperationsImprovement | LeanObservationProcessOperations | DecisionRolesGovernanceAlignment |
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