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| Criterion |  Operations After-Action Review |  Product Strategy Impact Mapping |  Business Strategy GAP Analysis |  Decision Making OODA Loop |
|---|---|---|---|---|
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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 20-45 min | 45-90 min | 1-3 h | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 3-8 | 2-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Impact Map, Outcome Hypotheses, Delivery Options | Gap Matrix, Action Plan, Risk Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | LearningOperationsImprovement | OutcomesStrategyBehaviorPlanning | StrategyAnalysisPlanning | DecisionChangeLearningStrategy |