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| Criterion |  Agile 4Ls Retrospective |  Agile Start Stop Continue |  Innovation SCAMPER |  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. | 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. | 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'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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45–75 min | 30-60 min | 30-60 min | 30-60 min |
Participantsdifferent | Team members involved | 3-12 | 2-10 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | 4Ls Board, Learning Themes, Improvement Actions | Start Stop Continue Board, Improvement Actions | SCAMPER Idea List, Concept Shortlist, Variation Notes | Emotion Board, Themes, Action Items |
Tagsno overlap | RetrospectiveLearningReflectionTeam | RetrospectiveImprovementTeamReflection | BrainstormingIdeationCreativityReframingInnovation | RetrospectiveTeamReflection |