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| Criterion |  Innovation SCAMPER |  Agile 4Ls Retrospective |  Innovation Reverse 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. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. | 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 | 3-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | SCAMPER Idea List, Concept Shortlist, Variation Notes | 4Ls Board, Learning Themes, Improvement Actions | Reverse Ideas, Risk Themes, Solution Ideas | Emotion Board, Themes, Action Items |
Tagsno overlap | BrainstormingIdeationCreativityReframingInnovation | RetrospectiveLearningReflectionTeam | BrainstormingIdeationCreativityRisk | RetrospectiveTeamReflection |