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| Criterion |  Decision Making Decision Rights Mapping |  Operations After-Action Review |  Operations RACI Matrix |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 90-180 min | 20-45 min | 45-90 min | 2-8 h |
Participantsdifferent | 4-12 | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Lessons learned, Action items, Event summary | RACI Matrix, Responsibility Map, Decision Notes | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | LearningOperationsImprovement | RolesResponsibilityGovernanceOperations | Problem solvingRoot causeDecisionOperations |