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| Criterion |  Operations Process Mapping |  Facilitation Lean Coffee |  Facilitation World Café |  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 group needs to connect many viewpoints in a short time, World Café creates a calm alternation between closeness and rotation. It sets thinking in motion without forcing the conversation into full-plenary rigidity. | 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 | Medium | Low |
Timedifferent | 1-3 h | 30-90 min | 60-180 min | 20-45 min |
Participantsdifferent | 3-10 | 3-20 | 12-100+ | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Prioritized Topics, Discussion Notes, Action Items | Table Notes, Emergent Themes, Shared Questions | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | FacilitationAutonomyDialogue | FacilitationDialogueLarge groupSensemaking | LearningOperationsImprovement |