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| Criterion |  Operations After-Action Review |  Operations Kepner-Tregoe |  Decision Making DACI |  Operations 5 Whys |
|---|---|---|---|---|
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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 20-45 min | 2-8 h | 30-60 min | 15-30 min |
Participantsdifferent | 3-12 | 2-8 | 2-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Problem Analysis, Decision Analysis, Risk Plan | DACI Matrix, Decision Owner, Decision Log | Root cause notes, Countermeasures |
Tagsno overlap | LearningOperationsImprovement | Problem solvingRoot causeDecisionOperations | DecisionRolesGovernanceAlignment | Root causeIncidentLeanProblem solving |