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| Criterion |  Innovation Contradiction Analysis |  Agile Sprint Retrospective |  Innovation TRIZ |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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 is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. | 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 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. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 60-120 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 1-4 h | 45–75 min |
Participantsdifferent | 2-8 | Scrum Team | 2-8 | Team members involved |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Improvement actions, Team agreements | Contradiction Statement, Inventive Principles, Solution Concepts | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | ContradictionsInnovationProblem solving | RetrospectiveImprovementLearning | InnovationProblem solvingContradictionsCreativity | RetrospectiveLearningReflectionTeam |