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| Criterion |  Operations After-Action Review |  Operations Kepner-Tregoe |  Decision Making Force Field Analysis |
|---|---|---|---|
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 change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Low | High | Low |
Timedifferent | 20-45 min | 2-8 h | 45-90 min |
Participantsdifferent | 3-12 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Problem Analysis, Decision Analysis, Risk Plan | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | LearningOperationsImprovement | Problem solvingRoot causeDecisionOperations | ChangeDecisionStrategy |
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