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| Criterion |  Decision Making Decision Rights Mapping |  Operations Learning Review |  Operations RACI Matrix |  Operations After-Action Review |
|---|---|---|---|---|
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 a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 90-180 min | 1-3 h | 45-90 min | 20-45 min |
Participantsdifferent | 4-12 | 3-10 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Learning Review Notes, System Factors, Improvement Actions | RACI Matrix, Responsibility Map, Decision Notes | Lessons learned, Action items, Event summary |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | LearningRetrospectiveIncidentOperations | RolesResponsibilityGovernanceOperations | LearningOperationsImprovement |