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| Criterion |  Operations Process Mapping |  Decision Making Cynefin Workshop |  Operations After-Action Review |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 1-3 h | 60-180 min | 20-45 min | 2-8 h |
Participantsdifferent | 3-10 | 4-20 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Lessons learned, Action items, Event summary | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | ProcessOperationsImprovement | ComplexitySensemakingDecision | LearningOperationsImprovement | Problem solvingRoot causeDecisionOperations |