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| Criterion |  DevOps Game Day |  Agile Start Stop Continue |  Operations Process Mapping |  Agile Mad Sad Glad |
|---|---|---|---|---|
Purposedifferent | In preparing for rare incidents, the method tests response capability under controlled conditions. It shows where assumptions about stability, roles, and recovery are too optimistic. | 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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | Halber Tag | 30-60 min | 1-3 h | 30-60 min |
Participantsdifferent | 5-20 | 3-12 | 3-10 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Simulation Notes, Gaps List, Updated Runbooks | Start Stop Continue Board, Improvement Actions | Process Map, Handoff List, Improvement Backlog | Emotion Board, Themes, Action Items |
Tagsno overlap | ResilienceOperationsIncident | RetrospectiveImprovementTeamReflection | ProcessOperationsImprovement | RetrospectiveTeamReflection |