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| Criterion |  Operations After-Action Review |  Operations Kepner-Tregoe |  Decision Making Argument Mapping |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. | 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 20-45 min | 2-8 h | 1-3 h | 45-90 min |
Participantsdifferent | 3-12 | 2-8 | 1-8 | 2-5 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Problem Analysis, Decision Analysis, Risk Plan | Argument Map, Evidence Gaps, Decision Rationale | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LearningOperationsImprovement | Problem solvingRoot causeDecisionOperations | SensemakingDecisionRationale | LeanProblem solvingCoachingOperations |