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| Criterion |  Operations Process Mapping |  Decision Making Decision Rights Mapping |  Operations Accountability Ladder |  Operations After-Action Review |
|---|---|---|---|---|
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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 90-180 min | 20-45 min | 20-45 min |
Participantsdifferent | 3-10 | 4-12 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Decision Rights Matrix, Agreement | Ownership Reflection, Action Commitment, Coaching Notes | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | DecisionGovernanceAlignmentResponsibility | ResponsibilityLeadershipTeam | LearningOperationsImprovement |