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| Criterion |  Team Design Team Cognitive Load Assessment |  Facilitation Lean Coffee |  Knowledge Modeling Peer Instruction |  Operations After-Action 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. | 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. | Peer Instruction uses group thinking to clarify difficult terms or concepts faster. The method combines individual reflection with social correction and shared precision. | 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 | 60-90 min | 30-90 min | 10-20 min je Frage | 20-45 min |
Participantsdifferent | 3-12 | 3-20 | 6-50 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Cognitive Load Profile, Action List | Prioritized Topics, Discussion Notes, Action Items | Concept Questions, Vote Results, Learning Notes | Lessons learned, Action items, Event summary |
Tagsno overlap | TeamComplexityImprovementDiagnosis | FacilitationAutonomyDialogue | LearningDialogueFacilitation | LearningOperationsImprovement |