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| Criterion |  Operations After-Action Review |  Facilitation Stakeholder Mapping |  Decision Making OODA Loop |
|---|---|---|---|
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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | Low | Low | Medium |
Timedifferent | 20-45 min | 60–90 min | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 2-8 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Stakeholder Map, Engagement Plan, Risk Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | LearningOperationsImprovement | StakeholdersAlignmentFacilitationChange | DecisionChangeLearningStrategy |
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