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| Criterion |  Innovation Contradiction Analysis |  Agile Start Stop Continue |  Agile 4Ls Retrospective |  Agile Starfish 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 team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | 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. | When improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 60-120 min | 30-60 min | 45–75 min | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | Team members involved | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Start Stop Continue Board, Improvement Actions | 4Ls Board, Learning Themes, Improvement Actions | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | ContradictionsInnovationProblem solving | RetrospectiveImprovementTeamReflection | RetrospectiveLearningReflectionTeam | RetrospectiveImprovementExperimentsTeam |