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| Criterion |  Innovation Double Diamond |  Agile Sprint Retrospective |  Operations Gemba Walk |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | Low | Low |
Timedifferent | Wochen bis Monate | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 30-120 min | 45–75 min |
Participantsdifferent | 3-12 | Scrum Team | 2-6 | Team members involved |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Improvement actions, Team agreements | Observation Notes, Improvement Ideas | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | ProcessDivergenceInnovation | RetrospectiveImprovementLearning | LeanObservationProcessOperations | RetrospectiveLearningReflectionTeam |