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| Criterion |  Innovation How Might We |  Agile 4Ls Retrospective |  Operations After-Action Review |  Agile Mad Sad Glad |
|---|---|---|---|---|
Purposedifferent | With a stuck problem carrying many implicit assumptions, the method translates observations into open, workable questions. It sharpens the problem frame without pre-thinking the solution, turning frustration or fuzziness into a search space with clear direction. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30–45 min | 45–75 min | 20-45 min | 30-60 min |
Participantsdifferent | 1-10 | Team members involved | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | 4Ls Board, Learning Themes, Improvement Actions | Lessons learned, Action items, Event summary | Emotion Board, Themes, Action Items |
Tagsno overlap | FramingOpportunityIdeationQuestions | RetrospectiveLearningReflectionTeam | LearningOperationsImprovement | RetrospectiveTeamReflection |