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| Criterion |  Operations After-Action Review |  Operations Kepner-Tregoe |  Decision Making OODA Loop |  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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | 15-60 min je Zyklus | 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 | Situation Assessment, Decision Loop, Action Updates | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LearningOperationsImprovement | Problem solvingRoot causeDecisionOperations | DecisionChangeLearningStrategy | LeanProblem solvingCoachingOperations |