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| Criterion |  Agile 4Ls Retrospective |  Innovation Contradiction Analysis |  Innovation SCAMPER |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 45–75 min | 60-120 min | 30-60 min | 30-60 min |
Participantsdifferent | Team members involved | 2-8 | 2-10 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | 4Ls Board, Learning Themes, Improvement Actions | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | SCAMPER Idea List, Concept Shortlist, Variation Notes | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | RetrospectiveLearningReflectionTeam | ContradictionsInnovationProblem solving | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativityWorkshopDivergence |