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| Criterion |  Operations After-Action Review |  Operations ALPEN Method |  Agile Start Stop Continue |  Agile Mad Sad Glad |
|---|---|---|---|---|
Purposedifferent | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and 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. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20-45 min | 10-20 min daily | 30-60 min | 30-60 min |
Participantsdifferent | 3-12 | 1 | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Daily Plan, Time Estimates, Review Notes | Start Stop Continue Board, Improvement Actions | Emotion Board, Themes, Action Items |
Tagsno overlap | LearningOperationsImprovement | PlanningTime managementProductivityOperations | RetrospectiveImprovementTeamReflection | RetrospectiveTeamReflection |