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| Criterion |  Innovation Lean Startup |  Agile 4Ls Retrospective |  Operations 8D Problem Solving |  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 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 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 | High | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 45–75 min | 1-6 Wochen | 30-60 min |
Participantsdifferent | 2-8 | Team members involved | 4-10 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | 4Ls Board, Learning Themes, Improvement Actions | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Emotion Board, Themes, Action Items |
Tagsno overlap | LeanStartupValidationMVP | RetrospectiveLearningReflectionTeam | QualityProblem solvingRoot cause | RetrospectiveTeamReflection |