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| Criterion |  Operations After-Action Review |  Operations RACI Matrix |  Operations Kepner-Tregoe |  Operations 5 Whys |
|---|---|---|---|---|
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 unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 20-45 min | 45-90 min | 2-8 h | 15-30 min |
Participantsdifferent | 3-12 | 2-8 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | RACI Matrix, Responsibility Map, Decision Notes | Problem Analysis, Decision Analysis, Risk Plan | Root cause notes, Countermeasures |
Tagsno overlap | LearningOperationsImprovement | RolesResponsibilityGovernanceOperations | Problem solvingRoot causeDecisionOperations | Root causeIncidentLeanProblem solving |