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| Criterion |  Innovation Lean Startup |  Agile Start Stop Continue |  Operations Root Cause Analysis |  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 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 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 | Medium | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 30-60 min | 1-4 h | 30-60 min |
Participantsdifferent | 2-8 | 3-12 | 3-8 | 3-10 |
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 | Emotion Board, Themes, Action Items |
Tagsno overlap | LeanStartupValidationMVP | RetrospectiveImprovementTeamReflection | Root causeProblem solvingQualityIncident | RetrospectiveTeamReflection |