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| Criterion |  Operations A3 Problem Solving |  Agile 4Ls Retrospective |  Operations After-Action Review |  Agile Start Stop Continue |
|---|---|---|---|---|
Purposedifferent | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. | 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. | 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 | Medium | Low | Low | Low |
Timedifferent | 45-90 min | 45–75 min | 20-45 min | 30-60 min |
Participantsdifferent | 2-5 | Team members involved | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | 4Ls Board, Learning Themes, Improvement Actions | Lessons learned, Action items, Event summary | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | LeanProblem solvingCoachingOperations | RetrospectiveLearningReflectionTeam | LearningOperationsImprovement | RetrospectiveImprovementTeamReflection |