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| Criterion |  Operations ALPEN Method |  Agile Mad Sad Glad |  Operations After-Action Review |  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. | 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. | 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. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 10-20 min daily | 30-60 min | 20-45 min | 30-60 min |
Participantsdifferent | 1 | 3-10 | 3-12 | 3-12 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Emotion Board, Themes, Action Items | Lessons learned, Action items, Event summary | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | PlanningTime managementProductivityOperations | RetrospectiveTeamReflection | LearningOperationsImprovement | RetrospectiveImprovementTeamReflection |