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| Criterion |  Operations After-Action Review |  Operations Process Mapping |  Facilitation Expectation Mapping |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 20-45 min | 1-3 h | 45-90 min | 1-2 h |
Participantsdifferent | 3-12 | 3-10 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog | Expectation Map, Alignment Notes, Agreements | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | LearningOperationsImprovement | ProcessOperationsImprovement | AlignmentStakeholdersTeam | AlignmentStakeholdersStrategyFacilitation |