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| Criterion |  Operations 5 Whys |  Innovation Lean Startup |  Agile 4Ls Retrospective |  Agile Start Stop Continue |
|---|---|---|---|---|
Purposedifferent | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 15-30 min | Wochen bis Monate je Lernzyklus | 45–75 min | 30-60 min |
Participantsdifferent | 2-6 | 2-8 | Team members involved | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Root cause notes, Countermeasures | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | 4Ls Board, Learning Themes, Improvement Actions | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | Root causeIncidentLeanProblem solving | LeanStartupValidationMVP | RetrospectiveLearningReflectionTeam | RetrospectiveImprovementTeamReflection |