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| Criterion |  Operations After-Action Review |  Decision Making Pareto Analysis |  Operations Fishbone Diagram |  Operations Eat the Frog |
|---|---|---|---|---|
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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20-45 min | 30-60 min | 30-60 min | 15-90 min daily |
Participantsdifferent | 3-12 | 1-6 | 2-8 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Lessons learned, Action items, Event summary | Pareto Chart, Top Causes, Focus List | Fishbone Diagram, Cause Categories, Investigation Backlog | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | LearningOperationsImprovement | PrioritizationQualityFocusRoot cause | Root causeQualityOperations | PrioritizationProductivityFocusExecution |