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| Criterion |  Innovation Lean Startup |  Agile Start Stop Continue |  Operations Root Cause Analysis |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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 team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 30-60 min | 1-4 h | 45–75 min |
Participantsdifferent | 2-8 | 3-12 | 3-8 | Team members involved |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Start Stop Continue Board, Improvement Actions | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | LeanStartupValidationMVP | RetrospectiveImprovementTeamReflection | Root causeProblem solvingQualityIncident | RetrospectiveLearningReflectionTeam |