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| Criterion |  Operations After-Action Review |  Operations Kepner-Tregoe |  Operations RACI Matrix |  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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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 | 45-90 min | 15-30 min |
Participantsdifferent | 3-12 | 2-8 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Problem Analysis, Decision Analysis, Risk Plan | RACI Matrix, Responsibility Map, Decision Notes | Root cause notes, Countermeasures |
Tagsno overlap | LearningOperationsImprovement | Problem solvingRoot causeDecisionOperations | RolesResponsibilityGovernanceOperations | Root causeIncidentLeanProblem solving |