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| Criterion |  Knowledge Modeling Concept Mapping |  Operations After-Action Review |  Operations A3 Problem Solving |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Medium | Low | Medium | Low |
Timedifferent | 1-2 h | 20-45 min | 45-90 min | 15-30 min |
Participantsdifferent | 1-8 | 3-12 | 2-5 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Lessons learned, Action items, Event summary | A3 Report, Action Plan, Root Cause Analysis | Root cause notes, Countermeasures |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | LearningOperationsImprovement | LeanProblem solvingCoachingOperations | Root causeIncidentLeanProblem solving |