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| Criterion |  Operations After-Action Review |  Operations RACI Matrix |  Operations Process Mapping |  Decision Making Decision Rights 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 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. | 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 organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 20-45 min | 45-90 min | 1-3 h | 90-180 min |
Participantsdifferent | 3-12 | 2-8 | 3-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | RACI Matrix, Responsibility Map, Decision Notes | Process Map, Handoff List, Improvement Backlog | Decision Rights Matrix, Agreement |
Tagsno overlap | LearningOperationsImprovement | RolesResponsibilityGovernanceOperations | ProcessOperationsImprovement | DecisionGovernanceAlignmentResponsibility |