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| Criterion |  Operations Kepner-Tregoe |  Agile 4Ls Retrospective |  Agile Start Stop Continue |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. | 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. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 2-8 h | 45–75 min | 30-60 min | 20-45 min |
Participantsdifferent | 2-8 | Team members involved | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | 4Ls Board, Learning Themes, Improvement Actions | Start Stop Continue Board, Improvement Actions | Lessons learned, Action items, Event summary |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | RetrospectiveLearningReflectionTeam | RetrospectiveImprovementTeamReflection | LearningOperationsImprovement |