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| Criterion |  Operations Learning Review |  Agile Start Stop Continue |  Innovation Contradiction Analysis |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. | 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 system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 30-60 min | 60-120 min | 20-45 min |
Participantsdifferent | 3-10 | 3-12 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Learning Review Notes, System Factors, Improvement Actions | Start Stop Continue Board, Improvement Actions | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Lessons learned, Action items, Event summary |
Tagsno overlap | LearningRetrospectiveIncidentOperations | RetrospectiveImprovementTeamReflection | ContradictionsInnovationProblem solving | LearningOperationsImprovement |