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| Criterion |  Innovation Double Diamond |  Operations After-Action Review |  Operations Kepner-Tregoe |  Operations Process Mapping |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | Wochen bis Monate | 20-45 min | 2-8 h | 1-3 h |
Participantsdifferent | 3-12 | 3-12 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Lessons learned, Action items, Event summary | Problem Analysis, Decision Analysis, Risk Plan | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | ProcessDivergenceInnovation | LearningOperationsImprovement | Problem solvingRoot causeDecisionOperations | ProcessOperationsImprovement |