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| Criterion |  Operations Visual Management |  Operations After-Action Review |  Knowledge Modeling IBIS |  Knowledge Modeling Feynman Technique |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | Ongoing | 20-45 min | 1-3 h | 20-60 min |
Participantsdifferent | 1-20 | 3-12 | 2-8 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Lessons learned, Action items, Event summary | Issue Map, Positions, Argument Notes | Plain-language Explanation, Knowledge Gaps, Study Notes |
Tagsno overlap | SignalsOperationsVisual management | LearningOperationsImprovement | RationaleKnowledgeDecision | LearningKnowledgeUnderstanding |