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| Criterion |  Facilitation Expectation Mapping |  Operations 8D Problem Solving |  Agile 4Ls Retrospective |  Agile Start Stop Continue |
|---|---|---|---|---|
Purposedifferent | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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 a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 45-90 min | 1-6 Wochen | 45–75 min | 30-60 min |
Participantsdifferent | 3-12 | 4-10 | Team members involved | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | 4Ls Board, Learning Themes, Improvement Actions | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | AlignmentStakeholdersTeam | QualityProblem solvingRoot cause | RetrospectiveLearningReflectionTeam | RetrospectiveImprovementTeamReflection |