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| Criterion |  Operations After-Action Review |  Product Strategy Impact Mapping |  Operations Getting Things Done |  Operations Weekly Review |
|---|---|---|---|---|
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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 20-45 min | 45-90 min | 1-2 h Setup, laufend | 30-60 min |
Participantsdifferent | 3-12 | 3-8 | 1 | 1 |
Formatdifferent | Workshop + async | Workshop | Async | Async |
Outputdifferent | Lessons learned, Action items, Event summary | Impact Map, Outcome Hypotheses, Delivery Options | Action Lists, Project List, Review Routine | Updated Task System, Weekly Focus, Next Actions |
Tagsno overlap | LearningOperationsImprovement | OutcomesStrategyBehaviorPlanning | ProductivityPlanningTasksExecution | ProductivityExecutionPlanning |