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| Criterion |  Operations A3 Problem Solving |  Innovation Lean Startup |  Agile Sailboat Retrospective |  Agile Starfish Retrospective |
|---|---|---|---|---|
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 team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. | When improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 45-90 min | Wochen bis Monate je Lernzyklus | 45-90 min | 45-90 min |
Participantsdifferent | 2-5 | 2-8 | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Sailboat Board, Risks, Improvement Actions | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | LeanProblem solvingCoachingOperations | LeanStartupValidationMVP | RetrospectiveTeamImprovement | RetrospectiveImprovementExperimentsTeam |