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| Criterion |  Operations After-Action Review |  Knowledge Modeling IBIS |  Decision Making Decision Tree |  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 decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | 30-90 min | 1-3 h |
Participantsdifferent | 3-12 | 2-8 | 1-6 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Issue Map, Positions, Argument Notes | Decision Tree, Option Map, Assumption List | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | LearningOperationsImprovement | RationaleKnowledgeDecision | DecisionTreeOptions | SensemakingDecisionRationale |