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| Criterion |  Agile Mad Sad Glad |  Operations A3 Problem Solving |  Operations Failure Mode and Effects Analysis |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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 | Low | Medium | High | Low |
Timedifferent | 30-60 min | 45-90 min | 2-6 h | 45–75 min |
Participantsdifferent | 3-10 | 2-5 | 3-10 | Team members involved |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Emotion Board, Themes, Action Items | A3 Report, Action Plan, Root Cause Analysis | FMEA Table, Risk Priority, Mitigation Actions | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | RetrospectiveTeamReflection | LeanProblem solvingCoachingOperations | RiskQualityOperationsRoot cause | RetrospectiveLearningReflectionTeam |