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| Criterion |  Operations Process Mapping |  Facilitation Lean Coffee |  Facilitation Open Space Technology |  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. | When a group without a fixed agenda needs to get into useful conversations quickly, Lean Coffee structures the start around interests rather than a presentation. The group itself negotiates which topics get time first and which wait. | When a complex topic does not yet have a fitting agenda, Open Space Technology hands topic ownership back to the participants. The format suits questions that only move forward when real interest determines the order. | 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 | Low | High | Low |
Timedifferent | 1-3 h | 30-90 min | 0.5-2 Tage | 20-45 min |
Participantsdifferent | 3-10 | 3-20 | 20-500+ | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Prioritized Topics, Discussion Notes, Action Items | Session Marketplace, Proceedings, Action Topics | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | FacilitationAutonomyDialogue | FacilitationLarge groupAutonomy | LearningOperationsImprovement |