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| Criterion |  Operations After-Action Review |  Operations Weekly Review |  Decision Making Decision Tree |  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. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Low | Medium | Medium |
Timedifferent | 20-45 min | 30-60 min | 30-90 min | 1-2 h Setup, laufend |
Participantsdifferent | 3-12 | 1 | 1-6 | 1 |
Formatdifferent | Workshop + async | Async | Workshop + async | Async |
Outputdifferent | Lessons learned, Action items, Event summary | Updated Task System, Weekly Focus, Next Actions | Decision Tree, Option Map, Assumption List | Action Lists, Project List, Review Routine |
Tagsno overlap | LearningOperationsImprovement | ProductivityExecutionPlanning | DecisionTreeOptions | ProductivityPlanningTasksExecution |