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| Criterion |  Operations ALPEN Method |  Operations A3 Problem Solving |  Agile Mad Sad Glad |  Agile Start Stop Continue |
|---|---|---|---|---|
Purposedifferent | 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. | 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 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 team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 10-20 min daily | 45-90 min | 30-60 min | 30-60 min |
Participantsdifferent | 1 | 2-5 | 3-10 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | A3 Report, Action Plan, Root Cause Analysis | Emotion Board, Themes, Action Items | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | PlanningTime managementProductivityOperations | LeanProblem solvingCoachingOperations | RetrospectiveTeamReflection | RetrospectiveImprovementTeamReflection |