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| Criterion |  Operations Process Mapping |  Operations After-Action Review |  Knowledge Modeling IBIS |  Knowledge Modeling Feynman Technique |
|---|---|---|---|---|
Purposedifferent | 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. | 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 | 1-3 h | 20-45 min | 1-3 h | 20-60 min |
Participantsdifferent | 3-10 | 3-12 | 2-8 | 1 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Lessons learned, Action items, Event summary | Issue Map, Positions, Argument Notes | Plain-language Explanation, Knowledge Gaps, Study Notes |
Tagsno overlap | ProcessOperationsImprovement | LearningOperationsImprovement | RationaleKnowledgeDecision | LearningKnowledgeUnderstanding |