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| Criterion |  Operations Visual Management |  Agile Mad Sad Glad |  Operations After-Action Review |  Operations Learning Review |
|---|---|---|---|---|
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. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | 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. | 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 | Low | Low | Low | Medium |
Timedifferent | Ongoing | 30-60 min | 20-45 min | 1-3 h |
Participantsdifferent | 1-20 | 3-10 | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Emotion Board, Themes, Action Items | Lessons learned, Action items, Event summary | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | SignalsOperationsVisual management | RetrospectiveTeamReflection | LearningOperationsImprovement | LearningRetrospectiveIncidentOperations |