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| Criterion |  Innovation Lean Startup |  DevOps Blameless Postmortem |  Agile 4Ls Retrospective |  Operations 5 Whys |
|---|---|---|---|---|
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. | After an incident with damage or a near miss, the method creates a sober field for learning without assigning blame. It directs attention to the course of events, conditions, and effective countermeasures. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 30-90 min | 45–75 min | 15-30 min |
Participantsdifferent | 2-8 | 3-12 | Team members involved | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Postmortem Doc, Action Items, Timeline | 4Ls Board, Learning Themes, Improvement Actions | Root cause notes, Countermeasures |
Tagsno overlap | LeanStartupValidationMVP | Site Reliability EngineeringIncidentLearningReliability | RetrospectiveLearningReflectionTeam | Root causeIncidentLeanProblem solving |