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| Criterion |  Innovation Contradiction Analysis |  Agile Start Stop Continue |  Agile Mad Sad Glad |  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 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. | 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 | 30-60 min | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | 3-10 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Start Stop Continue Board, Improvement Actions | Emotion Board, Themes, Action Items | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | ContradictionsInnovationProblem solving | RetrospectiveImprovementTeamReflection | RetrospectiveTeamReflection | RetrospectiveImprovementExperimentsTeam |