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| Criterion |  Decision Making Decision Tree |  Operations After-Action Review |  Knowledge Modeling IBIS |  Knowledge Modeling Feynman Technique |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 30-90 min | 20-45 min | 1-3 h | 20-60 min |
Participantsdifferent | 1-6 | 3-12 | 2-8 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Lessons learned, Action items, Event summary | Issue Map, Positions, Argument Notes | Plain-language Explanation, Knowledge Gaps, Study Notes |
Tagsno overlap | DecisionTreeOptions | LearningOperationsImprovement | RationaleKnowledgeDecision | LearningKnowledgeUnderstanding |