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| Criterion |  Operations After-Action Review |  Operations Process Mapping |  Operations Weekly Review |  Operations Getting Things Done |
|---|---|---|---|---|
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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 20-45 min | 1-3 h | 30-60 min | 1-2 h Setup, laufend |
Participantsdifferent | 3-12 | 3-10 | 1 | 1 |
Formatdifferent | Workshop + async | Workshop | Async | Async |
Outputdifferent | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog | Updated Task System, Weekly Focus, Next Actions | Action Lists, Project List, Review Routine |
Tagsno overlap | LearningOperationsImprovement | ProcessOperationsImprovement | ProductivityExecutionPlanning | ProductivityPlanningTasksExecution |