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| Criterion |  Operations Process Mapping |  Facilitation Expectation Mapping |  Operations After-Action Review |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 45-90 min | 20-45 min | 1-2 h |
Participantsdifferent | 3-10 | 3-12 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Expectation Map, Alignment Notes, Agreements | Lessons learned, Action items, Event summary | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ProcessOperationsImprovement | AlignmentStakeholdersTeam | LearningOperationsImprovement | AlignmentStakeholdersStrategyFacilitation |