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| Criterion |  Operations After-Action Review |  Operations Kepner-Tregoe |  Decision Making DACI |  Decision Making RAPID |
|---|---|---|---|---|
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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 20-45 min | 2-8 h | 30-60 min | 45-90 min |
Participantsdifferent | 3-12 | 2-8 | 2-10 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Problem Analysis, Decision Analysis, Risk Plan | DACI Matrix, Decision Owner, Decision Log | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | LearningOperationsImprovement | Problem solvingRoot causeDecisionOperations | DecisionRolesGovernanceAlignment | DecisionRolesGovernance |