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| Criterion |  Operations Kepner-Tregoe |  Operations After-Action Review |  Operations Process Mapping |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | 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. | 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 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 2-8 h | 20-45 min | 1-3 h | 15-30 min |
Participantsdifferent | 2-8 | 3-12 | 3-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog | Root cause notes, Countermeasures |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | LearningOperationsImprovement | ProcessOperationsImprovement | Root causeIncidentLeanProblem solving |