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| Criterion |  Operations After-Action Review |  Operations Process Mapping |  Innovation Reverse Brainstorming |  Innovation Rolestorming |
|---|---|---|---|---|
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. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. | When a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20-45 min | 1-3 h | 30-60 min | 30-60 min |
Participantsdifferent | 3-12 | 3-10 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog | Reverse Ideas, Risk Themes, Solution Ideas | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | LearningOperationsImprovement | ProcessOperationsImprovement | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativity |