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| Criterion |  Operations A3 Problem Solving |  Innovation Lean Startup |  Agile 4Ls Retrospective |  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. | 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 | Medium | Medium | Low | Low |
Timedifferent | 45-90 min | Wochen bis Monate je Lernzyklus | 45–75 min | 30-60 min |
Participantsdifferent | 2-5 | 2-8 | Team members involved | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | 4Ls Board, Learning Themes, Improvement Actions | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | LeanProblem solvingCoachingOperations | LeanStartupValidationMVP | RetrospectiveLearningReflectionTeam | RetrospectiveImprovementTeamReflection |