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| Criterion |  Knowledge Modeling Concept Mapping |  Operations After-Action Review |  Operations Kaizen Event |  Knowledge Modeling Knowledge Mapping |
|---|---|---|---|---|
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 tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-2 h | 20-45 min | 0.5-5 Tage | 1-3 h |
Participantsdifferent | 1-8 | 3-12 | 4-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Lessons learned, Action items, Event summary | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Knowledge Map, Critical Knowledge Areas, Transfer Plan |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | LearningOperationsImprovement | LeanContinuous improvementOperations | KnowledgeMappingRisk |