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| Criterion |  Operations After-Action Review |  Operations Process Mapping |  Facilitation Stakeholder 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 20-45 min | 1-3 h | 60–90 min |
Participantsdifferent | 3-12 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | LearningOperationsImprovement | ProcessOperationsImprovement | StakeholdersAlignmentFacilitationChange |
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