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| Criterion |  Innovation Contradiction Analysis |  Operations A3 Problem Solving |  Agile 4Ls Retrospective |  Operations Learning Review |
|---|---|---|---|---|
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. | 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 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. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 60-120 min | 45-90 min | 45–75 min | 1-3 h |
Participantsdifferent | 2-8 | 2-5 | Team members involved | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | A3 Report, Action Plan, Root Cause Analysis | 4Ls Board, Learning Themes, Improvement Actions | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | ContradictionsInnovationProblem solving | LeanProblem solvingCoachingOperations | RetrospectiveLearningReflectionTeam | LearningRetrospectiveIncidentOperations |