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| Criterion |  Innovation Lean Startup |  Agile 4Ls Retrospective |  Operations 5 Whys |  Agile Mad Sad Glad |
|---|---|---|---|---|
Purposedifferent | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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 | Medium | Low | Low | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 45–75 min | 15-30 min | 30-60 min |
Participantsdifferent | 2-8 | Team members involved | 2-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | 4Ls Board, Learning Themes, Improvement Actions | Root cause notes, Countermeasures | Emotion Board, Themes, Action Items |
Tagsno overlap | LeanStartupValidationMVP | RetrospectiveLearningReflectionTeam | Root causeIncidentLeanProblem solving | RetrospectiveTeamReflection |