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| Criterion |  Operations Process Mapping |  Facilitation Team Charter |  Operations After-Action Review |  Facilitation Expectation 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 a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 2-4 h | 20-45 min | 45-90 min |
Participantsdifferent | 3-10 | 3-12 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Team Charter, Working Norms, Role Notes | Lessons learned, Action items, Event summary | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | ProcessOperationsImprovement | TeamAlignmentCollaboration | LearningOperationsImprovement | AlignmentStakeholdersTeam |