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| Criterion |  Team Design Team Cognitive Load Assessment |  Operations After-Action Review |  Operations Kaizen Event |  Operations Learning Review |
|---|---|---|---|---|
Purposedifferent | When a team juggles too many domains, systems, or handoffs, it measures mental overload as an organizational problem. It clarifies responsibility, interaction, and load between teams. The result is captured as a cognitive-load profile and action list. | 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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 60-90 min | 20-45 min | 0.5-5 Tage | 1-3 h |
Participantsdifferent | 3-12 | 3-12 | 4-10 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Cognitive Load Profile, Action List | Lessons learned, Action items, Event summary | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | TeamComplexityImprovementDiagnosis | LearningOperationsImprovement | LeanContinuous improvementOperations | LearningRetrospectiveIncidentOperations |