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| Criterion |  Operations Process Mapping |  Decision Making Decision Tree |  Operations After-Action Review |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 30-90 min | 20-45 min | 30-90 min |
Participantsdifferent | 3-10 | 1-6 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Decision Tree, Option Map, Assumption List | Lessons learned, Action items, Event summary | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | ProcessOperationsImprovement | DecisionTreeOptions | LearningOperationsImprovement | ConstraintsDecisionPlanningOptions |