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| Criterion |  Innovation SCAMPER |  Agile 4Ls Retrospective |  Innovation Brainstorming |  Agile Mad Sad Glad |
|---|---|---|---|---|
Purposedifferent | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | 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. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | 45–75 min | 30-60 min | 30-60 min |
Participantsdifferent | 2-10 | Team members involved | 4-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | SCAMPER Idea List, Concept Shortlist, Variation Notes | 4Ls Board, Learning Themes, Improvement Actions | Idea pool, Theme clusters, Shortlist | Emotion Board, Themes, Action Items |
Tagsno overlap | BrainstormingIdeationCreativityReframingInnovation | RetrospectiveLearningReflectionTeam | BrainstormingIdeationCreativityWorkshopDivergence | RetrospectiveTeamReflection |