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| Criterion |  Innovation Contradiction Analysis |  Agile 4Ls Retrospective |  Innovation TRIZ |  Agile Start Stop Continue |
|---|---|---|---|---|
Purposedifferent | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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. | 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 wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 60-120 min | 45–75 min | 1-4 h | 30-60 min |
Participantsdifferent | 2-8 | Team members involved | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | 4Ls Board, Learning Themes, Improvement Actions | Contradiction Statement, Inventive Principles, Solution Concepts | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | ContradictionsInnovationProblem solving | RetrospectiveLearningReflectionTeam | InnovationProblem solvingContradictionsCreativity | RetrospectiveImprovementTeamReflection |