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| Criterion |  Operations After-Action Review |  Knowledge Modeling IBIS |  Operations A3 Problem Solving |  Decision Making Argument Mapping |
|---|---|---|---|---|
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. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 20-45 min | 1-3 h | 45-90 min | 1-3 h |
Participantsdifferent | 3-12 | 2-8 | 2-5 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Issue Map, Positions, Argument Notes | A3 Report, Action Plan, Root Cause Analysis | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | LearningOperationsImprovement | RationaleKnowledgeDecision | LeanProblem solvingCoachingOperations | SensemakingDecisionRationale |