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| Criterion |  Operations Learning Review |  Innovation TRIZ |  Operations After-Action Review |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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. | 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 | High | Low | Low |
Timedifferent | 1-3 h | 1-4 h | 20-45 min | 45–75 min |
Participantsdifferent | 3-10 | 2-8 | 3-12 | Team members involved |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Learning Review Notes, System Factors, Improvement Actions | Contradiction Statement, Inventive Principles, Solution Concepts | Lessons learned, Action items, Event summary | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | LearningRetrospectiveIncidentOperations | InnovationProblem solvingContradictionsCreativity | LearningOperationsImprovement | RetrospectiveLearningReflectionTeam |