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| Criterion |  Agile 4Ls Retrospective |  Innovation Lean Startup |  Agile Start Stop Continue |  Agile Mad Sad Glad |
|---|---|---|---|---|
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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 45–75 min | Wochen bis Monate je Lernzyklus | 30-60 min | 30-60 min |
Participantsdifferent | Team members involved | 2-8 | 3-12 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | 4Ls Board, Learning Themes, Improvement Actions | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Start Stop Continue Board, Improvement Actions | Emotion Board, Themes, Action Items |
Tagsno overlap | RetrospectiveLearningReflectionTeam | LeanStartupValidationMVP | RetrospectiveImprovementTeamReflection | RetrospectiveTeamReflection |