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| Criterion |  Operations A3 Problem Solving |  Innovation TRIZ |  Agile Mad Sad Glad |  Agile 4Ls 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 technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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. | 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. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 45-90 min | 1-4 h | 30-60 min | 45–75 min |
Participantsdifferent | 2-5 | 2-8 | 3-10 | Team members involved |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Contradiction Statement, Inventive Principles, Solution Concepts | Emotion Board, Themes, Action Items | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | LeanProblem solvingCoachingOperations | InnovationProblem solvingContradictionsCreativity | RetrospectiveTeamReflection | RetrospectiveLearningReflectionTeam |